HAR 3 0 2021 - Sailor Bob

DEPARTMENT OF THE NAVY COMMANDER CARRIER STRIKE GROUP EIGHT

9576 DECATUR AVE SUITE 400 NORFOLK VA 23511-3229

SECOND ENDORSEMENT on ltr of22 Jan 21

From: Commander, Carrier Strike Group EIGHT To: File

5800 SerN02/025

HAR 3 0 2021

Subj: COMMAND INVESTIGATION INTO THE INSPECTOR GENERAL COMPLAINT AGAINST THE COMMANDING OFFICER OF THE USS FORREST SHERMAN (DDG 98)

Ref: (a) JAGINST 5800.7G JAGM~ (b) tr of22 Jan 21 (c) IS Report of Investigation (CCN: 21DEC20-NFNF-00453-6SNA)

I. Pursuant to reference (a), I have reviewed reference (b) and also separately reviewed reference (c).

2. After consulting with my Staff Judge Advocate, I determined further investigation and endorsement are not necessary. I concur with the findings of fact and opinions. As for the recommendations, I concur with the following comments. CDR Frank Azzarello, USN will face disciplinary action at my level. All other disposition actions, to include no action, are matters within the discretion of the Commander, Destroyer Squadron TWO EIGHT as may lawfully be exercised by him in accordance with applicable laws and regulations.

3. A full copy of reference (b) will be maintained by this command for t of this action. The · ·

Copy to: COMDESRON-28

FOR OFFICIAL USE ONLY. PRIVACY ACT PROTECTED. Any misuse or unauthorized disclosure may result in both civil and criminal penalties.

FIRST ENDORSEMENT on

DEPARTMENT OF THE NAVY COMMANDER DESTROYER SQUADRON TWO EIGHT

9727 AVIONICS LOOP SUITE 200 NORFOLK, VA 23511

5830 SerN00/022 26 Jan 21

ltr of22 Jan 21

From: Commander, Destroyer Squadron TWO EIGHT To: Commander, Carrier Strike Group EIGHT

Subj: COMMAND INVESTIGATION INTO THE INSPECTOR GENERAL COMPLAINT AGAINST THE COMMANDING OFFICER OF THE USS FORREST SHERMAN ~DG9~ I

Ref: (e) U.S. Naval Criminal Investigative Service Report oflnvestigation (Interim) dtd 22 Jan 21

1. After a thorough review, subject investigation is forwarded, adding Reference ( e ), which I have also considered. I concur with the Investigating Officer's Findings of Fact, Opinions, and Recommendations as modified or clarified below.

2. I modify Recommendation #3 by removing it and replacing it with: I recommend that CDR Azzarello be detached for cause based on misconduct and loss of confidence. As a result of his failures in leadership, most notably fostering a command climate of harassment and fear, and his extremely poor judgment in (a) failing to surrender all items, including three weapons, seized during a dhow interdiction in 2019, (b) allowing unauthorized weapons to be illegally stowed onboard a U.S. Navy vessel, (c) failing to initiate and maintain an inventory of all weapons onboard USS FORREST SHERMAN, and (d) secretly removing one of the seized weapons from USS FORREST SHERMAN and transporting it to his private residence, I have lost confidence in CDR Azzarello' s decision making and, therefore, his ability to continue in command of USS FORREST SHERMAN.

3. I modify Recommendation #6 by adding the following: As a result of his failures in leadership, most notably his lack of a questioning attitude and failure to execute adequate forceful backup that verges on dereliction of duty, I have lost confidence in CDR Bridges' ability to command USS FORREST SHERMAN or any other U.S. Navy vessel or unit. CDR Bridges admitted to having knowledge of the weapons and the Commanding Officer's plan to mount the rifle as a plaque in the wardroom. He did not question this action nor did he attempt to stop it. CDR Bridges was also aware of some of the harassing behavior directed at some of the officers by CDR Azzarello and again chose not to take appropriate action. His inaction in these situations was detrimental to USS FORREST SHERMAN and tar below the U.S. Navy's expectations of its Executive Officers.

4. I add Recommendation #7: I recommend that CMDCM Nelson-Williams be formally counseled on her failure to provide adequate forceful backup to CDR Azzarello for both decisions related to weapons handling as well as the command climate. Because the command

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Subj: COMMAND INVESTIGATION INTO THE INSPECTOR GENERAL COMPLAINT AGAINST THE COMMANDING OFFICER OF THE USS FORREST SHERMAN (DDG98)

climate issues fostered by CDR Azzarello were exclusive to the ship's wardroom, I believe she has limited culpability. However, she was involved in various counseling sessions for officers, and she was most definitely aware of the fact that weapons inappropriately remained aboard the ship following seizure. Her inaction in these situations was detrimental to USS FORREST SHERMAN and far below the U.S. Navy's expectations of its Command Master Chiefs.

5. I add Recommendation #8: I recommend that Reference (e) be provided to Commander, Destroyer Squadron TWO SIX and Commanding Officer, USS STOUT, as the current chain of

(b) (6) command for LT for their consideration of possible punitive and/or administrative actions.

6. Upon final endorsement of this command investigation, I will take appropriate administrative and/or disciplinary action.

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22 Jan 21 From: To: on TWO EIGHT


Ref: (a) JAGMAN, Chapter 2 (b)DoD Instruction 1020.03, Harassment Prevention and Response in the Armed Forces ( c) Uniform Code of Military Justice (UCMJ) (d) BUPERSINST 1610.l0E

Encl: (1) CDS 28 Command Investigation Convening Order Ser N00/240 dtd 15 Dec 20 (2) Naval Inspector General Hotline Complaint #202003627 dtd 21 Jul 20 (3) Naval Inspector General Hotline Complaint #202005907 dtd 14 Nov 20 (4) Preliminary Inquiry dtd 14 Dec 20 (5) Audio Recording of Counseling Session for (6) Interview Swnmaries (ordered b (7) SWO Non-Attain Packages for (8) Email "SWO Non-Attainments om n ges t 7 Dec 20 (9) Unsigned Written Statements from Fo-est Officers (15 tot in alpha order) (10) Detachment for Cause Package ICO (11) Email "LIMDU" from CDR Bridges dtd 7 Dec 20 (12) CDR Azzarella Interview Summary & Article 3 IB Attachments (13) CDR Azzarella Provided Documentation re-(14) CDR Azzarello Interview Follow-Up Email "LOis 1 of 2" dtd 13 Jan 21 (15) CDR Azzarello Provided Emails re Officer Performance Issues (16) CDR Azzarello's Letter of Instructions to Department Heads (alphabetical order) (17) CDR Azzarello' s Letter of Instructions to Di vision Officers ( alphabetical order) (18) CDR Azzarello's 90 Day Assessment Letter dtd 3 Dec 19 (19) Defense Equal Opportunity Clima~OCS) Results of Nov 20 (20) Unsigned Written Statement from-(21) CDR Azzarella Provided Email on Leadership Expectations

Preliminary Statement

1. In accordance with reference (a), I conducted an investigation as directed by enclosure (1) to determine the validity of allegations made against CDR Azzarella, Commanding Officer (CO) of USS Forrest Sherman, in enclosure (2). All reasonably available evidence was collected and the directives of your convening order have been met.

Of note, the Inspector General (IG) anonymous hotline complaint of enclosure (2) was made in July 2020, but because the IG used an incorrect email address, it was not properly referred to you for action until ovember 2020 when the IG received an additional anonymous complaint found in enclosure (3). In general, both IG complaints allege a hostile work environment aboard the ship. The first complaint includes specific allegations, lists only the CO as the subject, includes

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potential witnesses by name, and seems mostly centered around the ship's wardroom. The second complaint is broad in nature, includes no witnesses, and lists both the CO and the Command Master Chief(CMC) as the subjects.

In response to the preliminary inquiry (Pl) you initially assigned me to investigate both complaints, I reviewed the ship's most recent Defense Equal Opportunity Climate Survey (DEOCS), gathered information from the ship, and interviewed all potential witnesses specifically identified in the original IG complaint as well as other pertinent service members. Based on the PI findings, I consulted with the Carrier Strike Group 8 (CSG 8) Staff Judge Advocate (SJA) and then recommended in enclosure ( 4) that the specific allegations of enclosure (2) be looked into further as part of a command investigation (CI) and that the non-specific and broad allegations of enclosure (3) be closed out with a memorandum for the record. The CSG 8 SJA recommended review of reference (b) as it related to .allegations in enclosure (2) and my initial findings. Following your concurrence, I transitioned from PI to Cl, interviewed additional members of the command, and gathered further relevant information.

During the conduct of follow-on interviews, one junior officer alleged being directed to retain multiple foreign small arms recovered during an operation on deployment and that one of the weapons (an AK.-47 rifle) was later given to the CO who presumably removed it from the ship. After again consulting with the CSG 8 SJA, I referred that allegation to the Naval Criminal Investigative Services (NCIS) Norfolk Field Office. A case was assigned and NCIS continues to actively conduct an independent investigation regarding the alleged mishandling of weapons so I offer no findings, opinions, or recommendations related to that issue.

Minor delays were incurred during conduct of this CI, specifically due to holiday leave periods as well as required interview coordination with NCIS for the separate investigation into weapons mishandling.

I have focused and organized this report into allegations regarding excessive detachments and threats of detachment, an alleged assault that may have occurred in spring of 2018 aboard USS Vella Gulf, allegations of demeaning, belittling, and offensive language, allegations of mishandling a department head's medical issues, and allegations of racist and sexist remarks.

I have retained original copies of all written statements made during this CI. An electronic .MP4 file with a recording of a counseling session referenced as enclosure 5 is available for review in an accessed-controlled location on the NMCI share drive. provide case details and custodial information for evidenc investigatiQn;

Findings of Fact

Note: Throughout the findings offact, I have referenced specific names to flag sources from both the consolidated interview summaries enclosure and the consolidated written statements enclosure-e.g., enclosure (6) Smith-for ease of reference.

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1. Six officers were listed as potential witnesses by an anonymous complainant in the IG hotline complaint.

a. Thr and

-- •ru· • artment heads on USS Forrest Sherman were listed. [ enclosures (2), ( 6)

b. Two officers who served with CDR Azzarell~ulf, were listed. [enclosures (2), (6)-

c. One offic~ly served as Disbursing Officer~ on USS Forrest Sherman, ___ was listed. [enclosures (2), (6)-

2. The IG hotline complaint includes allegations that CDR Azzarello non-obtained division officers before boards and regularly threatened to end careers. The following facts apply:

a. During CDR Azzarello's command tour to date, three division officers have been non-obtained from their Surface Warfare Officer (SWO) qualifications. [enclosure (7)]

(l) One division officer, -was issued three letters of instruction (LO Is) in a five-week period by CDR Azzarello prior to being non-obtained. [enclosure (7)]

(2) One division officer, was issued three LO Is in a four-week period by CDR Azzarello prior to being non-obtained. [ enclosure (7)]

(3) Two of the non-obtained division officers, requested to be non-attained. [enclosures (7), (8)]

c. During CDR Azzarello's command tour, there have been four unplanned losses of department heads.

(1) ~artment head, was detached for cause (DFC)-~as issued five LO Is over a ten week period by CDR Azzarello prior to his DFC. [enclosure (10)]

(2) Two department heads were placed on limited duty for mental health issues and suicide related behavior. [ enclosure (11 )]

(3) One department head,,-was transferred from the ship approximately three weeks after reportii~to medical concerns related to his mobility. [enclosures (6)-(12), (13)]

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d. CDR Azzarello chose not to allow one department head, - to fleet-up and continue serving on the ship. was unaer orders to shift from the Operations Officer (OPS) billet to the Plans and Tactics Officer (PTO) billet, but was instead transferred to another ship upon request to PERS 41 by CDR Azzarella. [enclosures (6)- (12), (14), (15)]

e. In addition to the 15 LOis included in the non-attain and DFC packages, CDR Azzarella provided copies of 31 other LO Is he has given during his command tour to date. In total, CDR Azzarella has issued at least 46 LOis, spread across 22 officers. This includes 15 LOis spread across six department heads and 31 ~cross 16 division officers. One LO I was issued in a positive manner to ..... to rescind a previous LOI based on her improvement. [enclosures (7), (10), (16), (17)]

f. In May 2020 following apparent issues on watch, one division officer, recorded a counseling session during which CDR Azzarella explains how he uses LO Is and other actions to remove an officer from the ship. [ enclosure (5)]

g. CDR Azzarella issued LOls with the XO, CDR Bridges, present. [enclosure (12)]

1. CDR Azzarello reported that his past experiences included being a first responder for USS Porter's accident as the CO of USS Firebolt, a year as the OIC of the Basic Division Officer Course with continued emphasis of the USS Fitzgerald and USS McCain incidents, involvement in the USS Jason Dunham small boat accident investigation, and a conversation with the CNO on the importance of accountability in command. [enclosure (12)]

J. CDR Azzarello noted that he took command after a very short turnover and immediately went on deployment with a team of department heads that he assessed as weak and with a number of gaps in key positions, including the Chief Engineer (CHENG), PTO, and Top Snipe billets. His 90-day assessment letter specifically assessed his crew's "overall training and proficiency ... as average to slightly below average." [enclosures (12), (18)]

k. CDR Azzarella noted that the ship's previous CO used LO Is and that his CO on USS Vella Gulf, CAPT Oberley, emphasized the use of LOis as a tool as well. [enclosure (12)]

I. CDR Azzarello noted that he was concerned about getting his ship to success and making sure performance issues were well documented without a strong supporting cast. [enclosure (12)]

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3. The IG hotline complaint includes an allegation that CDR Azzarello grabbed an Ensign by the shirt and collarbone during a previous tour. A separate anonymous allegation that CDR Azzarello raised his hand at a junior officer was made in the ship's most recent D EOCS. The following associated facts apply:

a.

b.

C.

was the Ordnance Officer (ORDO) aboard USS Vella Gu~2) when CDR Azzarello was the Executive Officer (XO). [enclosures (6)-(20))

alleged that in the spring or summer of 2018, CDR Azzarello repeatedly poked him with his fingers in the collarbone area while alone in his cabin following an issue with preparations for a maintenance spot check; --noted that the area was sore and tender following the alleged interaction. [enclosures (6)-(20)]

eported the issue to his Department Head, who served as the Weapons Officer WEPS and

(CSO) on USS Vella Gulf. Neither action. [ enclosures ( 6)

d. Neither of CDR Azzarello;s former COs on USS Vella Gulf were aware of this alleged incident. Neither personally observed any demeanin inappropriate behavior by CDR Azzarello. [enclosure (6)

e. CAPT Robert Thompson, former CO of USS Vella Gulf, noted speaking to CDR Azzarello about his "passion bordering on anger." CAPT Thompson also noted that

was a stan~al and that stock could be put into anything he reported. [enclosure (6)-

f. CDR Azzarello could not recall any altercations or even one-on-one interactions with [enclosure (12)]

g. The statute of limitations for UCMJ Article 128 (assault) is two years for non-judicial punishment (NJP) and five years for court-martial charges. [reference (c)]

h. A comment in the most recent DEOCS survey noted that the "Commanding Officer almost physically assaulted a Junior Officer" in that he "raised his hand so as to strike the individual but did not follow through." [ enclosure ( 19)]

i. Three junior officers recounted an event on the bridge during which CDR Azzarello allegedly leaned over and raised his hand~ a report from the Morale Welfare and Recreation (MWR) Officer,----that there was not enough beer available to support a shift in policy to allow crew members 18 years and older to drink (vice 21 years and older). believedCDR Azzarello was going to punch her and two officers on watch who observed it, - believed it looked the same. CDR Azzarella re o kicked-ff the bridge. [enclosure (9)

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j. Article 128 covers "mere preparation" as a situation that does not constitute assault, giving an example of picking up a stone, but not throwing it. [reference (c)J

k. CDR Azzarello could not recall ~riefing him on the issue surrounding available beer. He could.not initially recall how the beer inventory issue was resolved, but later clarified that he believes the CMC or the Supply Officer resolved the problem by obtaining additional beer. [enclosures (12), (14)]

4. The IG hotline complaint includes allegations that CDR Azzarello verbally abused crew members and referred to division officers and department heads as "fucking retards" and "little son of a bitch'' respectively. Additional related allegations were made during the course of interviews. The following associated facts apply:

a. The DoD defines harassment as: "Behavior that is unwelcome or offensive to a reasonable person, whether oral, written, or physical, that creates an intimidating, hostile, or offensive environment. Harassment can occur through electronic communications, including social media, other forms of communication, and in person. Harassment may include offensive jokes, epithets, ridicule or mockery, insults or put-downs, displays of offensive objects or imagery, stereotyping, intimidating acts, veiled threats of violence, threatening or provoking remarks, racial or other slurs, derogatory remarks about a person's accent, or displays of racially offensive symbols. Activities or actions undertaken for a proper military or governmental purpose, such as combat survival training, are not considered harassment." [reference (b)]

b. CDR Azzarello called the former Chief Engineer (CHENG), bitch" in a passageway in Officer Country. [enclosures (6) Williams, (12)]

a "son of a Bridges/Nelson-

c. CDR Azzarello admitted to making this remark and both the XO, CDR Bridges, and the ~MDCM Nelson-Williams, became aware after the incident. [ enclosures (6) .... oridges/Nelson-Williams, (12)]

d. CDR Azzarello could not remember if he apologized to -or if there were any unique circumstances that set him off. [enclosure (12)]

e. all alleged t at CDR Azzarello called them and/or others a "fucking retard" or "fucking retarded" or just "retarded." -described this as "part of his regular vocabulary." dded that he was called "useless/stu id" as well. [enclosures (6) 9)

f. alleged that CDR Azzarello used "idiot and retard in a joking manner." [enclosure (9)-

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g. Two Boatswain Mates of the Watch (BMOWs), observed CDR Azzarello call a watch stander a "fucking idiot," and observed CDR Azzarello call a watch stander a "retard." [enclosure (6) BMOW/QMOW Interviews]

also

h. The DEOCS comments section includes multiple comments regarding similar name calling by CDR Azzarello as well as the importance of his mood at watch turnovers. Related anonymous commented are quoted below: [enclosure (19)]

(1) "We are yelled at and bullied by the CO. On the bridge, how your watch will go depends on the mood of the CO. Because of this, the first and most important turnover item between watches in the captain's mood; not contacts, casualties, or tasking." [enclosure (19)]

(2) "I have seen officers called idiots, retarded, or useless wastes and so on ... when turnovers include the commands mood at the time as a warning every watch then things may have gone too far." [enclosure (19)]

(3) "During deployment several of the junior officers received verbal insults from the command ranging from 'you are an idiot aren't you' to telling people that they were useless and should have never become an officer." [enclosure (19)]

( 4) "The mood of the commanding officer was a regular item of watch turnover, which is both unprofessional and unacceptable ... junior officers have been told that they are: overall mistakes, retards, and should never have come to the ship by the Commanding Officer." [enclosure (19)]

i. CDR Azzarella did not recall any specific instances during which he used this type of language, but did note that he regularly calls his sons "retards" and that it was possible he used that word in a joking, playful manner, not intended to be abusive. [ enclosure (12)]

j. · erformin division officers, CDR Azzarella identified in the top three. When told that both alleged he called them names, CDR Azzarello indicated that this was likely done in a joking manner and not intended to be abusive though he could not recall those occasions. [enclosure (12)] ·

k. alleged that CDR Azzarello, then XO of USS Vella Gulf, called his GMC a "piece of shit, worthless chief' before saying similar things to him in spring of 2018. [enclosure (20)]

m. -.lleged CDR Azzarello called him a "smart ass piece of shit" in the ship's Combat Information Center (CIC) during a firing exercise. [ enclosure (9)-

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n. alleged that CDR Azzarello continually belittled him after saying ,·,Roger that Sir" when making a report. Specifically, for the next several months, any time that CDR Azzarello saw him, he would scream "Roger that Mr. Seymour." [enclosure (9) Seymour]

o. ~leged that junior officers who made poor word choices were continually patronized by CDR Azzarello in the passageways and gave several examples including "saying Roger to the CO." [enclosure (9)-

p. CDR Azzarello denied [enclosure (12)]

allegation and did not recall the others.

q. With the exception of the comment made to-neither the XO, CDR Bridges, nor the CMC, CMDCM Nelson-Williams, were aware of any unprofessional or abusive behavior by CDR Azzarello. [enclosure (6) Bridges/Nelson-Williams]

note no significant issues with several noting that the ship was a professional work environment. did observe some name calling but indicated that it did not cross professional lines. noted that CDR Azzarella likel said some things he should not have. [ enclosure ( 6)

s. None of the ship's Limited Duty Officers or Chief Warrant Officers (LDOs/CWOs) personally observed any demeanin-ehaviors thou h several had heard about it. [ enclosures (6)-(9)

t. - served aboard the ship as the embarked chaplain for the duration of a nine-month deployment. He heard CDR Azzarello yell and use the "f-word,'' but never observed or became aware of any abusive/demeaning language directed at a service member. - estimated s-ndin approximately 15 minutes per day on the bridge on average. [ enclosure ( 6)

u. One division officer, noted that the CMC and XO knew what CDR Azzarello was like and didn't offer any protection or assistance. [enclosure (9)

5. The JG hotline complaint includes allegations that CDR Azzarello lied to have a department head removed from the ship for medical reasons after accepting the officer and requir.ed the department head to remain in his stateroom unless the officer requested permission to eat, get haircuts, or pay a mess bill. The following associated facts apply:

a. ~ad multiple surgeries for back pain during his division officer tours and shore duty, but was ultimately screened for sea duty. [enclosure (6)-

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b. -reported to the ship as the prospective Operations Officer (OPS) on 29 December 2019. [enclosures (6), (13)]

c. On his first evening aboard the ship, --slipped on a ladder well and appeared to roll an ankle, which he reported to the ship's Independent Duty Corpsman (JDC),

[enclosures (6),. (13)]

d. The JDC noted that-told him that he couldn't feel his feet and "doesn't think he can do this." He consulted with the Senior Medical ~O) aboard USS Harry S. Truman and a determination was made to send -back ashore. [enclosure (6) Troy]

e. CDR Azzarello ordered-to remain on the 02 level (Officer Country) in order to keep him safe and avoid the need for a possible medical evacuation in light of the ship's operational environment. [enclosures (6)-Bridges, (12), (13)]

f. CDR Azzarello provided a memorandum for the record that documented his actions as well as email exchanges with his supervisor, the SMO, and PERS-41 regarding

~edical concems. [enclosure (13)]

g. CDR Azzarello did have to correct on the 02 level. [enclosures (6)

after violation of his order to remain Bridges, (12)]

6. The IG hotline complaint includes an allegation that CDR Azzarello made a racist remark about his African-American CMC's hair. While asking about any observed racist or sexist remarks, several allegations regarding sexist remarks were also made by female officers. The following associated facts apply: [enclosure (2)]

a. alleged hearing CDR Azzarello make a comment about the CMC's "nappy · . ther recounted that tbis occwred during a birthday celebration for the CO. ecalled hearing "nappy wig" from CDR Azzarello at a wardroom function. ecounted that CDR Azzarello told the CMC to "secure that nappy ass weave [ or wig - he could not recall which before oin alon side" during an underway replenishment brief. [ enclosure (6)

b. No other officer interviewed rec-lled hearin a sin le racist remark from CDR Azzarello with the exception of who stated that CDR Azzarello referred to citizens of Djibouti as~one recounted remarks about the CMC's wig. [enclosures (6), (9)-

c. CMC Nelson-Williams indicated that CDR Azzarella joked around with her about her hair regularly but that it was never offensive. She did recall him making a comment at his birthday celebration on deployment, but said she did not hear him include the words "nappy ass wig." [enclosure (6) Nelson-Williams]

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d. Both the XO, CDR Bridges, and CMC, CMDCM Nelson-Williams, are AfricanAmerican service members and neither noted observing any racist comments or behaviors by CDR Azzarello. [enclosure (6) Bridges/Nelson-Williams]

e. CDR Azzarello did not recall making a racist remark about his CMC's wig. He did recall his birthday celebration and having asked the CMC to not doing anything for him before she asked him to come to the Wardroom for a meeting. CDR Azzarello noted that he regularly talke.d and bantered with the CMC and that he had recently complemented her hair. [enclosure (12)]

f. Three female officers, alleged

that CDR Azzarello b ... --• ade fun of her 1 MC voice as e amage on r alle ed that CDR Azzarello told her that hated the sound of her voice. alleged that CDR Azzarello told her h · · · · oice and to lower it. [ enclosures (6)-(9)

g. also alleged that CDR Azzarello told her she needed smaller coveralls to fit in with the other females. [ enclosure ( 6-

h. CDR Azzarello did not recall commenting on any of his female officers' voices. He also didn't recall specifically addressin coveralls with her, but did say that she was petite and sometimes looked unkempt. He also recalled giving her a hard time about blousing her coverall pant legs. [enclosure (12)]

Opinions

1. CDR Azzarello's limited turnover opportunity and initial assessment of his ship's readiness prior to real-world operational tasking, coupled with his past involvement in Navy tragedies and advice received prior to command, clearly impressed upon him the need to aggressively document performance issues. [FF 2i-21]

2. However, CDR Azzarello excessively utilized LO Is and overemphasized the possibility of removing officers from his ship during issuance and on other instances. Additionally, LO Is were sometimes issued in rapid succession to individual officers, which limited the opportunity for the particular officer's growth and improvement prior to additional administrative action. Especially when combined with a higher than average number of non-attainments and other unplanned · losses for various reasons, this practice reduced the effectiveness of CDR Azzarello's intended actions to improve performance and drive high standards. Instead, it created an unnecessary level of mistrust and fear in portions of his wardroom, contributing to an undesirable hostile work environment. [FF 2a-2f]

2. There were no egregious abuses in the recorded counseling session during which CDR Azzarello plainly lays out the use of documentation to support potential detachment decisions. However, this conversation, which was not done in conjunction with the issuance of an LOI,

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does add credence to the allegations that CDR Azzarello regularly threatened to detach or fire officers. [FF 2fJ

3. CDR Azzarello used abusive and offensive language, demeaning insults, and belittling ridicule, which crossed professional lines and constituted harassment as defined in reference (b ). While CDR Azzarello's language choice may have sometimes been intended to be humorous and may not have always been intended to be abusive, his words were ultimately offensive to most of the officers on the receiving end, and I believe that they would be considered so by any reasonable person in a professional environment. Ultimately, his behavior contributed to. a hostile and offensive work environment, particularly on the bridge for division officers. [FF 4a-4m]

4. CDR Azzarello, when serving as XO of USS Vella Gulf sometime in spring of 2018, physically assaulted a division officer in his cabin after losing his temper in response to poor preparations for a.maintenance spot check. I believe that poor anger management skills contributed to this outburst and may have contributed to the separate perceived physical threat alleged in the DEOCS and described by three officers. [FF 3b, 3c, 3e]

5. CDR Azzarello appropriately and truthfully consulted with medical personnel and his immediate supervisor while making decisions related to - In light of the operational environment, bis decision to limit movement about the ship was appropriate. His actio.ns were ultimately well documented and necessary for both the ship's mission readiness and the member's health. [FF 5a-5g]

6. I believe that it is unlikely that CDR Azzarello used the term "nappy" when joking about his CMC's wig on deployment. In forming this opinion, I weighed the CMC's interview and the fact that only officers listed on the anonymous complaint as witnesses recalled the event while none of the other officers in the wardroom recalled any actual racist remarks by CDR Azzarella. However, I do think the very nature of joking about the CMC's wig was unprofessional in public (and potentially in private) settings, could also constitute harassment, and should have been avoided to preclude any unintentional perceptions.. [FF 6a-6e]

7. CDR Azzarello inappropriately ridiculed three of his female officers about their voices and likely made an inappropriate comment about one female officer's coveralls. These comments constitute harassment as defined by reference (b). [FF 6f-6h]

8. Given the number of LO Is that CDR Azzarella issued with the XO, CDR Bridges, present, and given the unique nature of the XO position and required presence about the ship, I find it highly unlikely that CDR Bridges only had knowledge of the one offensive comment made to LT Sebring. With that in mind, I believe CDR Bridges failed to execute adequate forceful backup that verges on dereliction of duty. CDR Bridges either did not understand what right looks like or he lacked the moral courage to take necessary action to address issues with CDR Azzarella. [FF 2g, 4q, 4u]

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Recommendations

1. The following recommendations make no consideration for the NCIS investigation into weapons mishandling. Those results should also inform final disposition.

2. I recommend that CDR Azzarella be charged with violation of Article 92 of reference ( c) for failure to adhere to reference (b), specifically the DoD's harassment policy, and that the charge be adjudicated through non-judicial punishment (NJP). I recommend a legal review to determine if Article 93 and Article 133 charges are also appropriate for these violations.

3. I recommend that CDR Azzarello either be detached for cause based on misconduct or alternatively that his change of command be expedited to occur ahead of his planned 12 February 2021 turnover.

4. I recommend that CDR Azzarello's trait grade for BLOCK 34 (COMMAND OR ORGANIZATIONAL CLIMATE/EQUAL OPPORTUNITY) be made adverse with associated comments in BLOCK 41 on his next fitness report. Reference ( d) specifically requires comments on this trait for commanding officers and dictates that any grade below 3.0 will be considered adverse. I also recommend that CDR Azzarella not receive a recommendation for major command in BLOCK 40 or BLOCK 41 of his next fitness report based on his demonstrated substandard performance with respect to creating an appropriate command climate.

5. I recommend no disciplinary action for the alleged assault on USS Vella Gulf as the statute of limitations precludes adjudication of Article 128 at NJP and court-martial proceedings would be inappropriate based on details of the allegation. I do recommend that .CDR Azzarello be ordered to attend an anger management course at the earliest opportunity, not to interfere with his current responsibilities or potential early turnover. Consider coordination with PERS-41 to include this as an I-stop in his detachment orders. Fleet and Family Service Center (FFSC) offers a sixsession program called Building Effective Anger Management Skills (BEAMS) where participants learn to develop new and effective coping strategies.

6. I recommend removing CDR Bridges' endorsement to fleet-up to the CO position on USS Forrest Sherman.

12

PR.JV ACY SENSITIVE - FOR OFFICIAL USE ONLY

~ DEPARTMENT OF THE NAVY

COMMANDER, DESTROYER SQUADRON TWO EIGHT 9727 AVIONICS LOOP SUITE 200

NORFOLK, VA 23511-3730

From: on TWO EIGHT To:

5830 SerN00/248 15 Dec 20


Ref: (a) JAGMAN, Chapter 2

1. This appoints you, per reference (a), to inquire into the facts and circumstances sUITounding the subject complaint.

2. Investigate the allegations from the anonymous complaint (OIG #202003627) made against the Commanding Officer of USS FORREST SHERMAN and recommend appropriate administrative or disciplinary action.

3. Report your findings of fact, opinions, and recommendations in letter fonn by 22 January 2021 unless an extension of time is granted. If you have not previously done so. read reference (a) and other appropriate references before beginning your investigation.

/~

Naval Inspector General Hotline Complaint

Referral to Cognizant Authority #202003627

COMMAND: USS FORREST SHERMAN COMPLAINANT: ANONYMOUS LOCATION: Aboard Ship

DATE FILED WITH OIG: 21 Jul 20 RECEIVED BY CNSL OIG: 21 Jul 20 DATE OF INCIDENT: Jan-Feb 20

SUBJECT (1): Commanding Officer (CDR) Francis Azzarella

ALLEGED VIOLATIONS (As proffered by the Complainant):

1. Article 138 2. Abuse of Title or Authority 3. Article 1150 4. Discrimination/Racist Remarks 5. Equal Opportunity 6. Ethics Violations 7. False Statements 8. Hostile Work Environment 9. Assault

ALLEGATION(S) (As proffered by the Complainant):

1. CDR Francis Azzarella (hereafter CO) has a history of screaming, touching and verbally abusing sailors and officers. Currently, there are several officers afraid to go to work or trying to seek counseling due to depression and anxiety. One Ensign stated, "I just don't see a way out." When the COs angry, he throws items around the space or stateroom and screams that you better not fuck with him.

2. The CO lied about Officers, and threatened to end careers. He laughed as he told the previous OPS to "not say anything or I'll end your career."

3. The CO has risked the careers and safety of the ship and the crew clearly noted the firing of two CHEN G's, two OPS, CSO, PTO, and WEPs; for psychological issues or he (CO) lied to have them removed.

4. The XO (CDR Bridges) allowed the previous CHENG to sleep in his stateroom. DIVOs and DH's attempted to resolve the issue by confiding in the XO, but the XO would share the information with the CO and they would then tag-team the sailor.

5. The CO calls DIVOs "fucking retards" while on Watch.

6. The CO calls DH's "little son of a bitch" in front of sailors.



7. The CO commented during his birthday celebration in the wardroom, "where's CMC? (CMC Judith P. Nelson-Williams) She must be performing a burial at sea for that nappy ass wig!" referring to our black CMC who hadn't made it up yet. The entire wardroom heard it.

8. The CO threatened DIV Os and DH's with physical and verbal harassment and violence. Told daily not to fuck with him.

9. The CO lied to have a DH removed from the ship for medical reasons after accepting the officer. He made false statements to BUMED/CDRE/MRD Norfolk.

10. The CO required a DH to remain in his stateroom and request permission to eat, haircuts, and pay his mess bill.

11. The CO requires the DHs he does not like, to stand behind the LCPO or LDO and told to shut up because they aren't trusted. He does this in front of the entire wardroom and sailors.

12. The CO told a DH to get off the fucking bridge. He's a disgrace and a fucking joke. This was said in front of the entire bridge team during a tactical brief.

13. The CO non-attained DIVOs before their boards and routinely accesses RADM to delete Quals of DIVOs/DH's he doesn't like, but fast tracks female sailors.

14. The CO grabbed an Ensign by the shirt and collar bone, which left cuts and bruises (not during this tour, but the now L TG is still afraid to speak up).

15. The CO refused to allow a DH, who has been noted in the incidences above, to attend the command climate survey.

ADDITIONAL STATEMENTS BY THE ANONYMOUS COMPLAINANT:

1. "The command needs to be investigated for the CO's ability to lead sailors and properly mentor them."

2. "DIV Os and DB's attempted to resolve the issue by confiding in the XO, but the XO would share the information with the CO and they would then tag-team the sailor. The CO should be removed from command, sailors should be provided counseling and the DIVOs should be reassigned to other ships to regain their QUALS. Sailors whom have been non-attained should be allowed to transfer to other ships and be retained in the Navy. This individual is toxic. If nothing is done, he is the reason for the phrase, "wonder



why he made it this far?" it would be because no one took the complaints seriously. He has made sexist, racist and inappropriate remarks along with threats of administrative and physical violence."

3. "The CO should be removed and the XO not permitted to fleet up. The DIV O's and DH's punished by him should be reinstated and given another chance."

WITNESSE(S) PROVIDED BY THE ANONYMOUS COMPLAINANT:

Su Ject: FOUO-PRIVACY SENSITIVE - COMNAVSURFLANT OFFICE OF THE FORCE INSPECTOR GENERAL -COMPLAINT REFERRAL - CASE #202005907

Commodore,

BLUF: The CNSL Office of the Force Inspector General (CNSL OIG) is in receipt of a Hotline Complaint dated 14 Nov 20, from an ANONYMOUS complainant, who alleged wrongdoing aboard the USS FORREST SHERMAN (DDG 98).

A. DETAILS (ALLEGED SUBJECT(S)/VIOLATION(S)):

1. SUBJECT (1): Commanding Officer (CO) Francis Azzarella perpetrated the following wrongdoing:

a. EEO b. Hostile Work Environment c. Mental Health lssue(s) d. Safety e. Reprisal

2. SUBJECT (2): Command Master Chief (CMC) Judith Nelson-Williams perpetrated the following wrongdoing:


B. SUMMARY OF ALLEGATIONS AS PROFFERED BY COMPLAINANT :

1. Anonymous Complainant alleges the Commanding Officer (CO) "CDR Azzarello and CMC NelsonWilliams are growing an environment of hate and mental health problems onboard. No one can talk to them without fear of reprisal. They pretend to care about mental health but they take it out on those individuals in other ways. They are pushing impossible timelines for tasking and evolutions that Is going to get people hurt, due to having to cut corners in order to meet ship imposed requirements not navy requirements. This command is going to get someone hurt or push them to hurt themselves that is why we have so many sailors check into Portsmouth, get out or resign their commission. We are doing a CMEO survey currently and I'm sure it will be swept under the rug to keep them out of trouble, despite the fact that it will show an extremely amount of Sailors feel the same way as me. Hopefully you can help us get out of this impossible toxic environment."

D. OIG DETERMINED COURSE OF ACTION:

1. Accordingly, this complaint is referred to COMDESRON 28 for INFORMATION ONLY and/or action deemed appropriate; IAW SECNAVINST 5370.SC, and Rules for Courts-Martial 303.

Please acknowledge receipt. Standing by for any questions.

R/s

··--..

From: To:

Subj:

Ref:

Encl:

14Dec20

Commander, Destroy~r Squadron. TWO EIGHT

PRELIMINARY INQµIRY INTO THE INSPECTOR GENERAL COMPLAINTS AGAINST Ta:E COMMANDING OFFICER AND COMMAND MASTER CIIlEF OF tHE USS FORREST SHERMAN (DDG 98)

(a) JAGMAN, Chapter 2 (b) DoD Instruction 1020.03, Harassment Prevention and Response in th~ Armed Forces

(l') CDS 28 Preliminary Inquiry Assignment, 5830 Ser N00/240 dtd 7 Dec 20-see enc: I (4d) (2) Naval Inspector General Hotline Complaint #202003627 dtd 21 Jul 20 - see enc. I ( 2-) (3) Naval Inspector General Hotline Complaint#202005907 dtd 14 Nov 20-5ee e,,cf (~)

(4) Summaries of Personnel Interviews- s-ec: enc:,( ( I.>) (5) USS FORREST Sf.JERMAN Defense )::qual Opportunity Climate Survey (DEOCS) Results -see. e.11,;,( ( 1s) (6) Email from Executive Officer with Assignments for the Ship's Enlisted Associations- s.-e e.-ic./ ( L-/ b J (7) Collateral Duty As~ignmentReview from USS FORREST SHERMAN-See c:nc/ (Lfc)

I. This reports completion of the preliminary inquiry conducted in accordance with .reference (a) as directed by enclosure (1). .

2. Personnel contacted: I intetviewed all witnesses identified in the Inspector General (IG) hotline complaint of enclosure (2). Nqte, no witnesses were identified in the IG complaint of enclosure (3). Additionally, I conducted intet';views of all available ship personnel who stood Quart~rmaster of the Watch or Boatswain Mate ofthe Watch during the ship's most recent deployment, the ship's Independent Duty Corpsman, the ship's Executive Officer (XO), and a doctor from the CNSL Medical Readiness Div.ision. I also interviewed th'e phaplain who deployed with the ship and the. two former Commanding Officers (COs) of USS Vella Qulfwhile CDRAzzarello was the XO. Swnmaries of the interviews can be found in enclosure ( 4 ).

3. Materials reviewed: I teviewed the ship's most recent DEOCS results included as enclosµre (5), a list of leadership assignments with;demographic information for·the ship's enlisted associations included ru; enclosure (6), and a ship-provi~ed collateral duty assignment review included as enclosure (7).

3. Summary of findings; Mult;iple specific.allegations from enclosure (2) were c.orroborated by personnel i,nterviews. The broad allegatiqns found in ·enclosure (3) lack the necessary specificity for detailed investigation, but I reviewed etjclosure (5) and determined that the generic issues identified are likeiy consistent with low morale on the ship, stemming from high operational tempo, the COVID operating environment with associated traveVleave restrictions, and miscommunication associated with the end of the ship's maintenance availability that have led some crew ~ectly b. elieve that the ship's leadership is unnecessarily rushing to finish. I consulted-with-Strike Group EIGHT Staff Judge Advocate, during the conduct of this preliminary inquiry.

4. Recommendation: I recomtjlend tran$itioning this preliminary inquiry into a fonnal command investigation of the ·compJaint made in enclosure (2). Many of the allegations fall under the DoD definition of harassment found jn reference (b ), which provides specific requrrements an_<;l timelines for investig¢on. I do not believe any further action is required for the complaip.t made in enclosure (3), and recommend closing it with a fopnal memot1lildum I I . . t f

Assignments for Forrest Sherman Enlisted Associations with Demographic Information

The following information was provided by the Executive Officer, CDR Bridges, as response to an RF!.

Junior Enlisted Association

~

Enclosure (5)

,........_

Collateral Duty

casualty Assistance Calls Officer (CACO)

Command Financial Specialist

Command Equal Opportunity Officer

Command Fitness Leader

Command Fitness Leader Assistant

Division in the spotlieht (DITS) Coordinator

Division in the spotlight (DITS) Assistant Coordinator

Drug and Alcohol Program Advisor

Drug and Alcohol Program Assistant Advisor

Family Care Plan Coordinator

Mentor Coordinator

MWR Committee Officers:

President

Vice President

Secretary

Activities Cordinator (Fun Boss)

Sexual Assault Prevention and Response (SAPR) Command Point of Contact

SAPR Victim's Advocate

Suicide Prevention Officer

Victim Witness and Protection Program Manager

Collateral Duty

Casualty Assistance Calls Officer (CACO)


Command Equal Opportunity Officer

Command Fitness Leader (CFL)

Command Fitness Leader Assistant

Division in the spotlight (DITS) Coordinator

Division in the spotlight (DITS) Assitant Coordinator

Drug and Alcotiol Program Advisor


Family care Plan Coordinator

Mentorship Program Coordinators

MWR Committee Officers:

Sexual Assault Prevention and Response (SAPR) Command Point of Contact


Suicide Prevention Officer

Suicide Prevention Assistant Officer

Victim Witness and Protection Program Manager

2019

\._/

~

Collateral Duty

casualty Assistance cans Officer (CACO)


Command Equal Opportunity Officer (CMEO) Command Equal Opportunity Officer (CMEO) Assistant Command Fitness Leader (CFL) Command Fitness Leader Assistant

Division in the spotlight (DITS) Coordinator Division in the spotlight (DITS) Assitant Coordinator Drug and Alcohol Program Advisor


Family Care Plan Coordinator Primary Family Care Plan Coordinator Secondary

Mentorship Program Coordinators

MWR Committee Officers: Sexual Assault Prevention and Response (SAPR) Command Point of Contact


Suicide Prevention Officer Suicide Prevention Assistant Officer Victim Witness and Protection Program Manager Victim Witness and Protection Program Assistant Manager

2018

DEPARTMENT OF THE NAVY COMMANDER, DESTROYER SQUADRON TWO EIGHT

9727 AVIONICS LOOP SUITE 200 NORFOLK VA 23511

MEMORANDUMFORTHERECORD

From: Commander, Destroyer Squadron TWO EIGHT

5370 Ser N00/249 15 Dec 20

Subj: ALLEGED WRONGDOING ABOARD USS FORREST SHERMAN (DDG 98) ANONYMOUS INSPECTOR GENERAL COMPLAINT

Encl: (1) COMNAVSURFLANT Office of the Force Inspector General Complaint Referral Case 202005907

(2) Itr of 14 Dec 20

I. I have reviewed the allegations as stated in Enclosure (1) of violations of Equal Employment Opportunity, hostile work environment. mental health issues, safety, and reprisal by the Commanding Officer and Command Master Chief of USS FORREST SHERMAN (DDG 98). I agree with the Preliminary Inquiry Officer's recommendation in Enclosure (2) that this complaint lacks adequate specificity for further investigation.

2. I will address these concerns and perceptions with the Commanding Officer and Command Master Chief of USS FORREST SHERMAN (DDG 98) during a planned debriefing of the ship's most recent Defense Equal Opportunity Climate Survey (DEOCS) in early 2021.

Jee : A Y SENSITIVE - COMNAVSURFLANT OFFICE OF THE FORCE INSPECTOR GENERAL-COMPLAINT REFERRAL-CASE #202005907

Commodore,

BLUF: The CNSL Office of the Force Inspector General (CNSL OIG) is in receipt of a Hotline Complaint dated 14 Nov 20, from an ANONYMOUS complainant, who alleged wrongdoing aboard the USS FORREST SHERMAN (DDG 98).

A. DETAILS (ALLEGED SUBJECT(S)/VIOLATION(S)):

1. SUBJECT (1): Commanding Officer (CO) Francis Azzarella perpetrated the following wrongdoing:


2. SUBJECT (2): Command Master Chief (CMC) Judith Nelson-Williams perpetrated the following wrongdoing:


B. SUMMARY OF ALLEGATIONS AS PROFFERED BY COMPLAINANT :

1. Anonymous Complainant alleges the Commanding Officer (CO) "CDR Azzarello and CMC NelsonWilliams are growing an environment of hate and mental health problems onboard. No one can talk to them without fear of reprisal. They pretend to care about mental health but they take it out on those individuals in other ways. They are pushing impossible timelines for tasking and evolutions that Is going to get people hurt, due to having to cut corners in order to meet ship imposed requirements not navy requirements. This command is going to get someone hurt or push them to hurt themselves that is why we have so many sailors check into Portsmouth, get out or resign their commission. We are doing a CMEO survey currently and I'm sure it will be swept under the rug to keep them out of trouble, despite the fact that it will show an extremely amount of Sailors feel the same way as me. Hopefully you can help us get out of this impossible toxic environment."

Enclosure (1)

D. OIG DETERMINED COURSE OF ACTION:

1. Accordingly, this complaint is referred to COMDESRON 28 for INFORMATION ONLY and/or action deemed a ro riate· IAW SECNAVINST 5370.SC and Rules for Courts-Martial 303.

Please acknowledge receipt. Standing by for any questions.

R/s

2 Enclosure (1)

From: To:

Subj:

Ref:

Encl:

14 Dec 20

Commander, Destroyer Squadron TWO EIGHT

PRELIMINARY INQUIRY INTO THE INSPECTOR GENERAL COMPLAINTS AGAJNST THE COMMANDING OFFICER AND COMMAND MASTER CIDEF OF THE USS FORREST ~HERMAN (DDG 98)

(a) JAGMAN, Chapter2 (b) DoD Instruction 1020.03, Harassment Prevention and Response in the Armed Forces

(1) CDS 28 Preliminary Inquiry Assignment, 5830 Ser N00/240 dtd 7 Dec 20 (2) Naval Inspector-General Hotline Complaint #202003627 dtd 21 Jul 20 (3) Naval Inspector General Hotline Complaint #202005907 dtd 14 Nov 20 (4) Summaries of Personnel fnterviews (5) USS FORREST SHERMAN Defense Equal Opportunity Climate Survey (DEOCS) Results (6) Email from Executive Officer with Assignments for the Ship's Enlisted Associations (7) Collateral Duty Assignment Review from USS FORREST SHERMAN

I. This reports completion of the preliminary inquiry conducted in accordance with reference (a) as directed by enclosure (1 ).

2. Personnel contacted: I intefyiewed all witnesses identified in the Inspector General (IG) hotline complaint of enclosure (2). Nqte, no witnesses were identified in the IG complaint of enclosure (3). Additioqally, I conducted inter;views of all available ship personnel who stood Quartermaster of the

.~ Watch or .Boatswain Mate oftlie Watch during the ship's most recent deployment, the ship's Independent Duty Corpsman, the ship's Executive Officer (XO), and a doctor from the CNSL Medical Readiness Division. I also interviewed the chaplain who deployed with the ship and the two fonner Commanding Officers (COs) ofUS_S Vella Gulf while CDRAzzarello was the XO. Summaries of the interviews can be found in enclosure ( 4 ).

3. Materials reviewed: I reviewed the ship's most recent DEOCS results included as enclosure (5), a list of leadership assignments with, demographic infonnation for the ship's enlisted associations included as enclosure (6), and a ship-provraed collateral duty assignment review included as enclosure (7).

3. Summary of findings: Multjple sp.ecific allegations from enclosure (2) were corroborated by personnel interviews. The broad allegations found in ·enclosure (3) lack the necessary specificity for detailed investigation, but I reviewed etjclosure (5) and determined thatthe generic issues identified are likeiy consistent with low morale on the ship, stemming from high operational tempo, the COVID operating environment with associated trave.1/leave restrictions, and miscommunication associated with the end of the ship's maintenance availability that have led sotne crew ~ectly believe that the ship's leadership is unnecessarily rushing to finish. I consulted wif!i- Strike Group EIGHT Staff Judge Advocate, during the conduct of this preliminary inquiry.

4. Recommendation: I recommend transitioning this preliminary inquiry into a fonna] command investigation of the complaint made in-enclosure (2). Many of the allegations fall under the DoD definition of harassment found jn reference (b ), wtiich provides specific requirements and tune.lines for investigation. I do not believe any further action is required for the complai.ht made in enclosure (3), and recommend closing it with a fopnal memorandu U • I• - A •

ENCLOSURE (5)

PLACEHOLDER ONLY

ELECTRONIC .MP4 FILE AVAILABLE ON NMCI

Summary of 8 Dec Interview: erved with CDR Azzarello aboard USS Vella Gulf between approximately Oct 2016 and spring of 2018. Azzarello was the XO and-was the WEPS/CSO. llllllllcharacterized interactions with Azzarello as "hateful" and noted that he was one of the worst leaders he has ever served. ~oted contemplating filing IG complaints against Azzarello on multiple occasions. When asked about questionable, demeaning behaviors,-recalled one specific interaction during ammunition onload at Yorktown, which as the WEPS, he was directing hand carrying of ammunition per the CO's order, and then XO Azzarello derided his performance by saying he was "about to be fired" and "shouldn't be a department head." He did not recall any other specific instances, but did say that department heads generally feared A:zzarello and that he provided no mentorship. When asked about an alleged assault mentioned in the IG complaint (that did not happen aboard USS Forrest Sherrnan),--ecalled an occasion when one of his Division Officers (then -

reported to him that XO Azzarella had grabbed him physically in an office space. id not observe the alleged assault and was unsure if the CO (he believed then CAPT Mark Oberley, now retired) was aware. -id not believe any investigation occurred.~oted that Azzarello was a major reason why he was retiring from the service and compared his behavior to that of Holly Graf.

Summary of 8 Dec 20 Interview: ~ported to USS Forrest Sherman as the prospective Operations Officer (OPS) on/about 30 Dec 2019 in Aqaba, Jordan. Prior to his arrival, the shi 's IDC and the fonner OPS asked him about previous back surgeries and is readiness for sea duty. told both that he was screened for sea duty and ready to serve. The first surgery occurred at the end o tour on USS Kearsarge when after a period of lower back pain on deployment, he collapsed and was diagnosed with a ruptured disk. According to - no LIMDU period was required and he successfully completed a tour on USS Stout as the Fire Control Officer prior to shore duty at the Basic Division Officers Course (BDOC), working for While at BDOC, he experienced pain and numbness due to scar issue that was corrected through a second surgery that fused his L5 to his pelvis with an artificial disk. He was cleared for sea duty after that surgery and went to Department Head School (DHS). While at DHS, he was re-slated multiple times, eventually being given orders to FSH. The IDC expressed concerns about his screening for sea duty.

Upon arrival to FSH,-slipped while carrying his bags and appeared to roll his ankle. He notified the IDC and told him his ankle was tine. The XO (CDR Damon Bridges) asked -if he was capable of opening hatches and traversing ladder wells in light of his ankle injury and previous back surgeries. -old the XO he was capable of doing his job but that he was not sure about hatches as he had not been on sea duty in over four years. Two days after arrival and prior to any other formal interactions with the CO (CDR Azzarello) (e.g., a check-in interview),-was pulled into the CO's Cabin where the

Enclosure (6)

CO "as-as fucking with him" and told him you "shouldn't be in the Navy anymore." Further, the CO told e was restricted to the 0-2 level and would serve as the "Future Ops." -noted that he was never g_iven an opportunity to explain his past medical history or to provide any reclama to the CO. A few days later, a IMC announcement directed all warfare leads and department heads to the bridge where the CO gave a warfighter brief on changes to the tactical environment. ~d and immediately after the brief ( and in front of the bridge team and other officers), the CO said ~et over here" and then started screaming at him to not leave the 0-2 level, saying "I want you off my fucking ship" and ending with "get off my bridge."

-noted that he ~ys in his assigned state room where he lived with then Chief En ineer (CHENG), - who had reported at the same time as the replacement CHENG.

r RU ired to ask permission to transit for haircuts and to go to other places on~ When asked, noted that he was not told the reason why. Sometime in m'id-late January~as pax transferre to ~ibouti and flown back to Norfolk. He re orted to the CNSL Medic-IR iness Division (MRD) and met with a provider (he believes it was who noted that as sent home for his ankle injury and for suicide related behavior (SRB) (that he was "in fear of his life" on the ship).

enied ~ny SRB or fears and believed he was fully capable of executing his duties as ordered. noted that he believed the CO made calls to the Commodore (then CAPT Couture) and to the

HST Medical Team (unknown~1 asked if he made any inquiries or requested any assistance regarding his perceived slight,-noted that he had really only commiserated with and not sought any other assistance.

Ultimately,~oted that MRD worked with BUMED and that he was again successfully screened for sea duty and re-slated to USS Vicksburg (in, SLEP) where he arrived in Mar 2020 and is currently serving as the Weapons Officer and intends to fleet-up to be the Combat Systems Officer based on the CO's (CAPT Snee's) recent recommendation.

When asked for other pertinent direct observations about his approximate three weeks aboard FSH, -noted that he (and the rest of the Wardroom) heard the CO make an inappropriate remark about the African-American CMC dudng his own birthday celebration. Specifically,-aid the CO said somethin~e is CMC? Is she performing a burial at sea on her nappy wig?" ~lso noted observing ~etum to their shared state roo_m where he expressed concerns about being yelled at and threa d by the CO within just weeks of arrival. ~oted that the assigned Chaplain isited him in his state room.

Summary of 8 Dec 20 interview: ~as aboard USS Forrest Sherman as the embarked chaplain through conduct of COMPTUEX and a nine-month deployment. He estimated that he spent

~15 minutes per day on the bridge on average. During bis lengthy period with the ship, ~id not observed CDR Azzarello use any demeaning or abusive language towards another service member. He did recall seeing Azzarello yell on two occasions, once at the former Chief Engineer-and once at a Chief Petty Officer. In the second situation,~ecalled Azzarell~he "f-word" but in neither case did believe that Azzarella was demeaning or abusive. ~!so recalled Azzarello asking o stay in his stateroom and that he was upset about the officer's lack of integrity. \_~

2 Enclosure (6)

Summary of9 Dec 20 Interview: eported to USS Forrest Sherman as the Chief Engineer (CHENG) on/about 30 Dec 2019. When he arrived, the CHENG billet was gapped and being temporarily filled by a first tour division officer. CPO manning was challenged and no Top Snipe was assigned. The 3MC filled in for a portion of-ime as CHENG, but was removed by CO Azzarello~-words) due to 3M struggles. EMC was elevated to serve as the Top Snipe based on-ecision. According to _, the first portion of his CHENG time went well and he was "on good footing" with Azzarella until after a SSS clutch repair in Qatar. After than event was complete, Azzarella issued him a series of LO Is and required him to have his senior enlisted present during any discussion, often having already met with the MP A.

When asked about any specific instances of abusive/demeaning behavior,~oted that CO Azzarello saw him in a passage way in Officer Country and told him, "Get your hands out of your pockets when you speak to me, you son of a bitch." Azzarello proceeded to bring him into his cabin and yelled at him some more. llllllltoted that he does not believe anyone directly observed that event, but he did report it to XO Bridges and to the CMC. He noted that the XO had a non~committal response when notified. llllllltlso noted asking the XO for assistance in qualifying Plant Control Officer and EOOW and that the XO told him he was 'just an administrator'' so he should "talk to the CO." ~oted other instances during which Azzarella talked to him in a demeaning way but was not sure if they were ever observed by another crew member. He opined that the XO may have observed some during the issuance of his various LO Is. He noted that the XO provided no mentorsh". and again quoted the XO as saying he was ''just an administrator" and ''just a big Department Head." noted that the CMC spoke to him twice as part of the CO's apparent effort to provide mentorsh1p, ut simply noted that she believed "he might get fired." llllll!lnoted that the previous CHENG left due to mental health concerns and that on one occasion when he met with the CO that Azzarello recommended that he "speak to the Chaplain for counseling" despite the fact that he had no mental health issues.

When asked about other observations of inappropriate behavior, _,oted four specific instances. (I) During MED EV AC of a Sailor, the watch team was not maneuvering the ship like the CO desired so the CO took the bridge wing conning microphone, screamed at an Ensign watch stander, made a conning order (hard right rudder), and then "spiked" the microphone to the deckplate. (2) On a separate occasion, -ecalled hearing that an entire bridge watch team were called "retards" and rel Azzarella. The bridge watch team at the time was the Auxiliaries Officer, the NETWO or CC Division Officer, and the OI Division Officer. Bot

ecounted the incident to eparately. (3) -also recalled w came to e b ·d e in response to a IMC announcement and was~ chided by the CO who asked and told "Do you take orders seriously? Do you think this is a fucking joke? Get off the bridge." ( 4) Lastly, oted hearing Azzarello comment about the African-American CMC's "nappy wig" during a Wardroom gathering.

-

oted that the EMO (vice a senior department head) was serving as the Senior Watch Officer and 0 did remove qualifications, specifically noting two instances that he believed were excessive.

(l) The Damage Control Assistant, EOOW qualification was removed and the CO made her stand Sounding and Security Watch after the XO identified that the watch team was incorrectly

3 Enclosure (6)

operating a head tank fill valve. (2) The Anti-Submarine Warfare Officer (ASWO) was OOD when the ship got underway from an anchorage with only 3 of 4 Hydraulic Power Units (HPU) for steering energized. The ASWO had "all qualifications" removed and was assigned Conning Officer after that event-elieves an LOI was assigned. For the same event, the Aft Steering Safety Offic.er (the Repair Officer, ENS ) had that qualification removed and was told that he "didn't deserve to be in the Navy."

said that CDR Azzarello "gives SW Os a bad name" and that he was "Holly Graf like." -was etached for cause by Azzarello on 10 Jun 2020.

Summary of 9 Dec 20 Telephone Interview: -was the Ordnance Officer (ORD~ut USS Vella Gulf. When asked about an alleged physical assault with CDR Azzarello (then XO),-noted that Azzarello had repeatedly poked him with his fingers in the collarbone after becoming upset about preparations for a maintenance spot check. Shrum said the incident began when he arrived to XO Azzarello's stateroom with his G-ntenance person). Azzarello became upset about the preparation and asked -to get his CPO. and the GM3 left, and -returned with the GMC. XO Azzarello yelled at the GMC and then dismissed him before continuing to yell at - getting in his face ~ him in the collarbone area. -noted that he reported the event to his department head,.....and that he chose not to file any type of complaint lly talk to anyone else on the ship about it, believing it was in his best interest to let it go. was asked to provide his own written account of this event which he did via an emailed Word Document included as separate enclosure.]

Summary of9 Dec 20 Interview: was sent to USS Forrest Sherman from USS Vicksburg to serve as a TEMADD Disbursing Officer (DJSBO) for approximately 6-7 months between Sep 2019 and Feb 2020. -explained that his time aboard FSH "wasn't good, but wasn't bad" and that it was a "tough deployment with low morale." Within the Wardroom specifically, it was the "same story" among the junior officers - lots of concerns over officers being fired, qualificat~pulled, and getting yelled at repeatedly. He mentioned that "great JOs" were getting fired. lllllllllllllalso noted that department heads were stressed, spe~ioning a female Chief Engineer who left via MEDEV AC and a Weapons Officer - who "didn't know what the CO wanted."

When asked about specific instances of questionable behavior that he personally observed, he noted two. (1) During what he believed was an UNREP brief in Jan/Feb 2020, the "CO told the CMC that she should

~cure that nappy ass weave [or wig] before we go alongside." (2) On a separate occasion, ..... he Supply Officer, the 00D from the previous night, and the other DISBO were chewed out

4 Enclosure (6)

by the CO for not appropriately responding to emergency flight quarters. -noted that the CO was very demeaning to the OOD, maybe (he couldn't recall exactly) calling the OOD a "fucking idiot."

Lastly, -also note that there were a large number of junior officers waiting for qualifications. He noted that the CMC provided no real backup,just followed the CO's directions, and lacked the backing of the CPO Mess.

CAPT Robert Thompson and CAPT(ret) Mark Oberley, Former COs of USS Vella Gulf

Summary of 9 Dec 20 Telephone Interviews: CAPT Thompson and CAPT(ret) Oberley were the COs of VLG during CDR Azzarello's XO tour. Both noted that Azzarella is a straight shooter with high standards who had no issues holding crew members accountable for performance. Neither noted personally observing any questionable behavior that would have crossed the line into something that could be deemed as abusive or demeaning. CAPT Thompson did note counseling (informally) Azzarello about "his passion bordering on anger" and that his "words would carry more weight in Command." Neither former COs were aware of a physical altercation that allegedly occurre dnance Officer, LTJG -• and then XO Azzarello. CAPT Thompson did note that 1s a "standup guy" and that weight could be put into anything he reported. CAPT Thompson also noted that Azzarella never lost any degree of approachability with junior officers despite how hard he could be on them at times; while some junior officers "feared living up to his standards," they would seek his counsel.

OMOW/BMOW Individual Interviews

The following individual bridge watch standers were interviewed individually on l O Dec 20 and asked about personal observations of any abusive, demeaning, or unprofessional behavior on the bridge or elsewhere:

None of the QMOWs noted observing any abusive, demeaning, inappropriate behaviors on watch. --did note that it was often a "high tension environment," that the CO regularly corrected watch standers, and that those corrections typically happened on a cleared bridge wing.

All BMOWs noted that the CO re ularl corrected watch standing issues and that he was sometimes angry. Several BMOWs oted personall observin the CO call someone a "fucking idiot." -also heard the CO use the term "retard." did not believe the CO was demeaning when correcting issues. ~oted that the CO did not belittle and usually pulled people onto a cleared bridge wing for correction. Hykel noted that the CO became more demanding and that things on the bri~ somewhat in early 2020. He recalled an instance in which first the BMOW (not him but - and then the 00D incorrectly initiated the eneral alarm during flight quarters and that the CO reacted harshly, pulling the 00D's qua!. He also noted that the CO called out junior officers during RAS when he was standing master helm. He noted that the CO publically yelled at the former Chief Engineer, - during a RAS brief when

llllllllcould not answer questions about fuel capacity.

5 Enclosure (6)

Summary of 10 Dec 20 Interview: -(IDC) recalled that -told him late on the evening of his first night aboard that he couldn't feel his feet and "doesn't think he can do this" after "falling down a ladderwell." He indicated that he notified the CO of the discussion and documented it in an online health database (Alta). He recalled consulting with the HST's SMO as well as MRD and that a determination was made to send llllll>ack stateside. He noted no mental health issues but recalled

some medication to assist with sleeping issues. He believes that he consulted with tCNSLMRD.

CDR Damon Bridges, Executive Officer, USS Forrest Sherman

Summary of 10 Dec 20 Interview: CDR Bridges (XO) never personally observed any insults or demeaning/abusive language from the CO. Bridges did note that Azzarello had publicallY. corrected individuals, including himself, but that those times were warranted. Bridges recalled thatnotified him that the CO had called him a "son of a bitch." Bridges went to talk to the CO and the CO admitted it and said "he had made a mistake."

Regarding-Bridges recalled that-old the IDC about an issue his first night aboard and then~ out to tell him he was "concerned about falling and in fear of his life." He noted that the CO ordered -to stay on the 02 (O' Country) level to kee-im safe and avoid need for MEDEVAC given the ship's tactical environment. Bridges noted that came to see him two or three days later and said he "was fine" and that he had "concerns about making LCDR." Bridges recalled ~oming to the bridge after a IMC announcement and that the CO addressed the issue on a cleared bridge wing after a brief. When asked, Bridges indicated that Azzarello did not access RADM or personally make changes/remove qualifications in that electronic system.

Summary of 11 Dec 20 Interview: erved under CDR Azzarello as the Operations Officer (OPS) aboard USS Forrest Sherman for exactly 90 days, leaving the ship on 11 Dec 19. -noted that her time under Azzarello was exceptionally difficult and that she received two letters of instruction (LOis) during the short period, which culminated in his decision that she would not fleet-up from OPS to PTO as well as removal of her command recommendation on her detaching FITREP.

~oted that she was replaced as the Senior Watch Officer by an LD-EMO immediately after change of command. LDO was filling a gapped CSO position at the time. oted that the CO (Azzarella) and XO (Bridges) both offer a degree of preferential treatment towar s prior enlisted officers and LDOs. Near her detachment,-asked the XO for a letter of extension instead of a FlTREP and believes the CO (Azzarello) kept her a day longer so that there was no choice but to write a detach FITREP (89 versus 90 days).

6 Enclosure ( 6)

. -

- recalled having a conversation with XO Bridges approximately two months after the new CO' s arrival; she told Bridges that she didn't want to fleet-up and couldn't work in the environment set by the new CO Azzarello. She noted that Bridges told her to sleep on it. Without any additional follow-up by either~r Bri~oxirnately two weeks later, CO Azzarello told-that he was not going to fleet her up. ~lso noted that Command Master Chief (CMC) Nelson-Williams was often involved beyond that of a normal CMC. She indicated that part of her given LOI corrective actions was to receive counseling from the CMC and that the CMC offered guidance like, "work through the 5 stages of grief."

When asked about any observed unprofessional behaviors,-noted hearing Azzarella call watch standers "fucking retard" on multiple occasions; she described this as "part of his regular vocabulary."

-oted that things always "felt personal" with Azzarella and that he "used LOis as weapons," specifically recalling getting one in which Azzarello comments that "I'll finish what O'Loughlin [previous CO] should have done with you." She noted that he "was always building a case against you,'' and mentioned that he said things like "want you out of here and this is how I do it." She also noted that he said to her, "you're the worst department head I've ever seen." -noted that Azzarella doesn't handle bad news well.

Regarding qualifications, she mentioned that Azzarello had excessively removed them from various junior officers. She specifically mentioned the DCA who had been threatened to be fired on multiple occasions and who had her EOOW removed for an issue outside her control. She also noted that the First Lieutenant had all qualifications pulled except 3M for an 00D issue on watch and that multiple division officers had similar type actions against them.

Summary of 13 Dec 20 Interview: ~id recall the medical concerns for~ he could not remember the specific details, he did recall that there was a difference in what■ -said, which was that the CO seemed to have it in for him from the beginning, and what he got directly from CDR Azzarello, which was that ~xpressed concerns about his mobility and that as the CO, he could not afford to have that type liability on his ship while deployed. llllllllrecalled that ~as concerned about his career given his length of service and believed that that the detailers were involved in finding him another department head position. -was ultimately cleared for sea duty. ~id not recall any related mental health issues .

7 Enclosure (6)

USS Forrest Sherman Wardroom Interview

I conducted individual interviews with all the ship's officers who have been aboard the ship since before November 2020 with the exce tion of two who were on ROM due to COVID-19 close contact.

I interviews occurred between 16 - 21 Dec 2020.

When conducting the interviews, I asked each officer to read DoD definitions of harassment and bullying and then proceeded to ask a standardized series of questions regarding their observations of the chain of command, never specifically asking about any one member. For those who answered yes and had specific details for any of the questions~ I asked them to provide written statements, which are included as separate enclosures.

The following is a complete list of all officers interviewed (besides the CO/XO who are included separately) with those who provided written statements annotated with an asterisk

Enclosure ( 6)

The followjng are my pertinent notes from those officers interviewed who did not observe directly or have specific details of questionable behaviors and thus did not provide written statements:

ndicated receiving a counseling chit from the CO for gage cal, but not LO Is. He indicated that there were definitely some junior officers who were scared to be on the bridge due to the stressful nature of the job and several events - he mentioned an event with a dhow that could have hit the ship. He said it was actually a better culture/climate than most ships he had-observed. He indicated there was a group in the wardroom that took up huge amounts of time and energy to push through qualifications. He said it was a culture of respect, dignity, and fair treatqient.

oted that some junior officers were underperforming and note meeting fleet stan. ar s. He believed the bridge was in general too tense. While he had not personally observed any issues, he said he was "not surprised by the IG" and that he was sure there "were times when the CO said things he shouldn't have." He also noted trying to take some of the brunt of it and asking the CO on several occasions to let him handle issues.

indicated that his LOI was appropriate, that the CO was a yeller/screamer, and that he observed a few occasions of name calling but couldn't recall s ecifics. However, he didn't believe things had ever truly crossed professional lines. He noted that truggled during his TEMADD aboard the ship.

noted that the CO was ''not bullying you but that it was about things you have done." He indicated that the CO got loud but it was not unwarranted on occasions he observed. He noted that it was a highly professional environment.

noted no issues other than low niorale due to scheduling challenges and COVID-19.

oted that nothing he observed rose to the, level of harassment. He indicated that he wa,s a sounding board for other JOs getting LOls and that from what he gathered, LOis were statements of facts, not threats by the CO. While all LOis were founded in fact, he was surprised that some i:os.e to that level. Be noted that CDR Azzarella set a higher bar than averag~ but that it was not unreasonable. Th.e extensions on deployment were tough and made for clear shifts in morale. He characterized the ship as a professional work environment.

oted hearing stories but not necessarily observing any issues first hand. He did m 1cate t at t ere seemed to be inconsistency, uncertainty with respect,to LOis and that people were getting removed from watch routinely. He also noted that the previous CO had not necessarily set OODs up as. proficient, putting CDR Azzarella in a tough siQ.Iation. He agreed with some non-attains, but not others. He indicated that he believed things may have crossed profe.ssional boundaries on occasions and that for.some "it became fear of the CO vice respect."

rrived in June 2020 and indicated no adverse experien~es aboard the ship, noting great mentorship from his department head.

arrived in June 2020 and had observed no issues.

9 Enclosw-e (6)

arrived in July 2020 (TAD) and permanently in October 2020. He noted that the command was accommodating and he had nothing but positive interactions with his department head, XO; and CO. He did know that junior officers were "complaining and scared" of the CO, and he heard that the CO was sometimes verbally abusive, a screamer/yeller, and e belittling, but that he had not observed any of that. He noted that some of that came from

oted that the CO ( and XO) were not bad from previous ones he had worked with. He said that the CO gave lots of opportunity to plan but would take it back if mistakes were made. He never personally observed any demeaning language but had heard about it. He found it strange that Mattrella was mentored by the CMC and stated that she was one of the best department heads he had served for.

oted that LOis might be a little bit overboard, and that during deploymen~ it was more about holding personnel responsible for things they had not been well trained to do. In his opinion, nothing crossed any professional lines.

Additionally, I asked to clarify a comment made in her written statement regarding "having to lower aur voices" and she alleged that CDR Azzarella did not like the high pitch of her voice.

Summary of 8 Jan 21 Interview: was the Weapons Officer on Forrest Sherman from Spring 2019 (prior to CDR Azzarello's arrival) to October 2020. He indicated that CDR Azzarella could be "tyrannical and not easy to work with" and that he was "always combative." He noted receiving approximately 10 letters of instruction (LOls) and being threatened to be fired on numerous occasions. While CDO in port, he was conducting a RADM scrub of delin uen ualifications per the CO's direction to all department heads. One of his division officers as on the list and the CO called him to the stateroom to ask, "did you not think I was serious?" ndicated that CDR Azzarello repeatedly thrust his finger at him (without contact and said if you think this is funny; wait until you see what I'm going to do with your career. noted that he was relieved as the CDO for that issue.

He recalled an ATWO board for during which CDR Azza~ the board with "you 're hear for a board, but really I want to DFC you." After the board,-indicated that AzzareJlo said "you have the knowledge, but can't manage a program so I'm not giving you a qualification letter." He noted that Azzarello routinely called people "retards" in a joking way. He recalle~in which the CO said something like, "take your gang ofretards and go unfuck this issue.''-oted that CDR Azzarella made fun of the CMC's hair~ meetings and that the CMC would lau about it but he did not recall any racial insults. --recalled that CDR Azzarello would belittle n front of the department heads but indicated that his performance was not good. recalled that-came to him in tears after an incident on the bridge related to beer.

-said he could confide in the XO and was no~oing so; the noted that the XO was reasonable and helped give CO's direction perspective. ~oted that CDR Azzarello really

Enclosure ( 6)

cared about the performance of the ship and had very high stand~his delivery was off, noting again that he was never on the same side and always combative. ~oted that he "never felt like quitting more in his life" than during the tour.

When asked if CDR Azzarello ever gave him an unlawful order or directed him to do something inappropriate, he paused and said, "not really, closest thing would be what NCIS is investigating" (which I had placed off limits at the start of our interview).

Summary of 11 Jan 21 Interview: CMC Nelson-Williams noted that deployment was stressful with a helter-skelter scheduled that created pressure. She noted that meetings were tense because the CO asked for a lot of info and department heads were not always providing. She said CDR Azzarello would sometimes yell and other times walk out of meetings. She said, however, that CDR Azzarello's behavior did not cross professional lines. With respect to counseling of officers, she noted t e" officers were given direction to see her for letters of instruc~ecalled that was one due to the fact that she was administratively struggling. On~MC Nelson-Williams noted that the previous CO, CAPT O'Loughlin did not want to fleet her up but didn't want to go through the headache of dealing with the change in orders. She noted that it was common for officers to be assigned an "enlisted mentor" for admin-like issues.

She recalled working with -was counseled for sexist jokes and vas not receptive to feedback. CMC "heard" t== CO called -a "son of a bitch" and indicated that she talked to CDR Azzarello about the incident and that he admitted it was wrong. CMC noted tha-started off alright but that his performance went downhill following a loss of power incident and the associated critique after which the CO directed the ~C) to attend meetings with him for support. She noted that the previous Chief Engineer --ame to her office in tears and was concerned ab~le to perform her duties; she noted that the XO, CDR Bridges, was involved in counselin~to include allowing her to make phone calls from his stateroom.

CMC Nelson-Williams noted that-showed up and went to medical almost immediately because he was afraid that he would fall on ladderwells. ~ted that the LDC said - believed he could not do this. CMC was aware that the CO gave -an order to stay in his stateroom and the officer country area on the 0-2 level in order to prevent an injury.

When asked if CDR Azzarella joked around with her about her hair, she noted that "the CO gave me shit about my wig all the time in a joking way, not offensive." She did recall him making a public comment at his birthday celebration but didn't hear him specifically use the words, "nappy ass wig." She noted that she was some distance away when he commented that day and she also noted that they would banter back and forth regularly to include at OPS-INTEL briefs.

11 Enclosure (6)

CMC was aware that individuals who made mistakes on watch would have qualifications removed; she indicated that she believed those were appropriate. She recalled an issue with the proper amount of beer for beer day and indicated she assisted the Supply Officer in coming to a resolution.

12 Enclosure (6)

DEPARTMENT OF THE NAVY USS FORREST SHERM"N (DOG 98)

UNIT 100327 BOX f FPOAE09569

1412 D0098/CO 15 Apr 20

SECOND ENDORSEMENT on USS FORREST SHERMAN ltr 1412 Ser DDG 98/142 of 13 Apr20

From: Commanding Officer, USS FORREST SHERMAN (DOG 98) To: Commander, Navy Personnel Command (PERS-412) Via: Commander, Naval Surface Force Atlantic

Subj: REPORT OF SWO NON-A TI AINMENT ICO ENS COLIN D. BUTLER, USN

1. Forwarded.

4

1412 \, _ _.,;' Legal 15 Apr 20

FIRST ENDORSEMENT on USS FORREST SHERMAN ltr 1412 Ser DOG 98/142 of 13 Apr20

From: To: Commander, Navy Personnel Command (PERS-412)

Subj: REPORT OF SWO NON-A TI AINMENT ICO

1. This statement is iQ reference to my non-attainment as a Surface Warfare Officer (SWO). The inability to obtain my Officer of the Deck (U/W) qualification was the biggest hurdle to obtaining my SWO qualification. Despite several doubts about whether I chose the right community to serve my country following my commission from the U.S. Naval Academy, I worked hard to perform to the best ofmy ability in the Surface Warfare community. Several people assisted me in gaining the prerequisite knowledge and aptitude to properly lead a bridge watch team, and I thank. them for their continuous support. From the very beginning, I chose to be forthright and 'honest about my struggles to perform and to this day feel as though I made the correct decision to be transparent. The passion I once had for the Surface Warfare community did not manifest in the way I was expecting once I began to chase the more advanced qualifications.

2. It is my strongest desire to continue to serve my country in the United States Navy. I know that I am a capable Officer and intend on making a career out of my Naval service. Despite the struggles I encountered while pursuing my 00D and SWO qualifications. I possess the leadership, honor, integrity, courage. and commitment to continue serving as a Naval Officer in another community.

3. The lessons I have learned while onboard FORREST SHERMAN will remain with me for life. I have grown as a leader, albeit after a period of dormancy, and. experienced major personal development throughout my tour. My professional development was made a priority by some of those in my immediate chain of command and outside of it too but never reached tenninal velocity before this decision was made. During my time onboard, I led a successful division through a SIXTH Fleet Dynamic deployment and a complex FIFTH Fleet deployment. I have had the pleasure of multiple leadership experiences, but the most enjoyable was getting to witness my Sailors succeed, advance, and reenlist. The passion I have to lead is irrefutable and once paired with a community committed to investing in me, I am positive I will be of undeniable added value.

3

DEPARTMENT OF THE NAVY USS FORREST SHERMAN (DOG 98)

UNIT 100327 SOX 1 , FPOAE09569

From: Co1')mandi11g Officer, USS FO.RREST SHERMAN (DOG 98). To: ,,_____ . . and (PERS-412) Via:

(2) Commanding Officer, USS FORREST SHERMAN (DD~ 98) (3) COJ}lll).ander, Naval Surface Force Atlantic

Subj: REPORT OF SWO_NON-ATTAINMENT IGO

Ref: (a) GOMNAVSURFQRI$NT 1412.7 (Series)

Encl: (I). Letter oflnst_ruction JCO (2) Letter oflnstruction ICO (3) Letter of Instruction ICO (4) Letter of Instruction IC()

..

1412 Ser DDG 98/142 13 Apr 20

1. Per reference(a), thi~ letter is submitted to document the inabiljty,.9f to demonstrate the requisite skill, level ofknowledge,-and initiati:ve nee~ to qualify as.a Surface Warfare Officer (SWO). Details of his potential and the circumstances leading to his non-attai~ment are outlined below and fw1her explained in enclosures ( 1) through ( 4 ).

2. -- lacks the aptitude, .Jevel of knowledge, initiative, and maturity required for me to qu~ ~ Officer c,f the--Deck (OOD). l have grave reservations as to his ability to drive the ship and. ch.team.-Therefore, l have no confidenc~ in granting this qualificatiQn verall level. ~f knowledge is low in [email protected] to his extensive time onboardJt.pd ot d~monstrat~ an ability to consistently exercis~ the required level of ~ffQrt or ~ngagement when _standing the-watch. His reports tQ me are ~tic and do not instill confidence.that h~ understands the situation or the second and third order effects of decisions he makes as 00D. Given that he has been assigned to FORREST SHERMAN for well over 20 months, and has significant at-sea time through two HAARY.S. IRUMAN Carrier Strike Group .deployments to the FIFTH and SIXTH Fleet AORs, he has not demoµstrated that he has now or will ever ~ve ~he.requisite skill 9r Jevel of knowledge necessary to exercise sound judgment or properly lead a watch team. Specifically:

a. FORREST SHERMAN was. a Dynamic Employment Deployer, executing one SIXTH Fleet and one FIFTH Fleet deployment ired training cycle events over his 20 months onboard. These deployments exposed o a myriad of complex Bridge evolutions and a consistent opportunity for training and experience. Despite these training events and multiple operational deployments in which a destroyer performs nearly all the tasks and evolutions that any SWO can expect to see, he has not demonstrated to me an ability to execute my Standing Orders, run a Bridge watch team, or drive the ship in other than an open ocean scenario.

Subj: REPORT OF SWO NON-ATTAINMENT ICO

3. Both my predecessor in command and I counseled him on his qualifications and poor performance as a Division Officer. I along with other Officers have attempted to coach him to the best of our ability. Additionally, my Senior Watch Officer mentored him on his qualification delinquencies and shortfalls; assigning him to the watchbill in watches that would afford him the most opportunities to gain experience. In enclosure (2) I assigned him a mentor and assigned him weekly study topics and mentor sessions to i-vel of knowledge and watchstanding. As documented in enclosure (4), ailed to take substantial action on the written order in enclosure (2) and the actions I eta1 to help him. His failure to act and inability to accept help is another indicator that he does not have maturity to be a SWO nor has he ever taken th~on prooess seriously. His Divisional Chief also went above and beyond to help 11111111111111n his path to qualification and in perfonning his duties, yet he did ~ny of the assistance and training. Regardless of many individuals' efforts to help -- he has continued to demonstrate a profound lack of situational awareness and a general lack of consideration in regards to the duties and responsibility of an 00D. On multiple occasions he has remarked to me that his heart really isn't into standing bridge watch or being a SWO and that he would like to separate from the Navy and become a Marine. This lack of initiative and desire to become a SWO has clearly manifested itself in his overall poor performance documented in enclosures (1), (2) and (4). After rein~o 00D under instruction (U/1) in enclosure (3), on 29 January 2020 and moving--under several 00D over instructors to assist him, nearly all have reported that he is routinely unengaged, unfocused, and cannot be trusted to act without prompting. On 21 February 2020, I issued enclosure ( 4) to provide him one final opportunity to demonstrate the requisite level of knowledge, desire, and initiative to qualify as an OOD. He failed to earn my trust and seize the opportunity afforded him, in short he simply did nothing. In fact, I held other Officers back in their qualifications path to give him additional opportunities and time to qualify. By his own words to me; he stated that he had not really tried, which tells me he has yet to understand the gravity of being a Naval Officer. On 17 March 2020, I demoted him yet again to Conning Officer and he has made no attempt nor has shown any efforts to better his current position. His statements coupled with his poor performance in almost every regard solidified my belief that he would never have the required ability, decision making skills, or maturity to keep my ship and my crew safe. For these reasons I cannot in good conscience qualify him as an OOD or as SWO.

4. It is with much consideration I reached this detennination. -is a nice young man and I enjoy his sense of humor, however, he is an Officer who has not displayed the maturity and level of knowledge to be a SWO. Therefore. l recommend he be selected by another community during the Probationary Officer Continuation and Re-designation Board and be retained in the Naval service.

Copy to: TWO EIGHT

DEPARTMENT OF THE NAVY USS FORREST 8HERIWI (ODON)

UNIT 100327 IOX 1 l'POAEONel

From: To: ORRBST SHERMAN (DDG 98)

Subj: LE'ITBR OF INSTRUCTION

Rot: (a)MILPBRSMAN 161~080 (b) IkOMAN oros

;f_

1611 D0098/CO 20 Feb 19

Enclosure ( 1)

Subj: LEl l'BR OF INSTRUCTION

3. I direct that }'OU take the following correc:tive actions:

Copy to: Executive Officer

2

From: .1111 II 11 I I' I it .. ,

To:


UNIT 100327 BOX f FPOM:.OIM&.

OR:REST SHERMAN (DOG 98)

Subj: LETIER OF INSTRUCTION

Ref: (a) MILPERSMAN 1611-020 (b) JAGMAN 0105 (c) NAVEDTRA43101-4G (d) FSHINST 3000.1 (Serie.,)

Encl: (l),Mentor Log

r", 2. Specifically:

1611 D0098/CO l3 lan20

Enclosure (2)

Subj: LETIElt OF INSTRUCTION

4. The tbllowing com,ctive actiona will be taken:

From: To:

Subj:

DEPARTMENT OF THE NAVY USS FORREST SHERMAN (OOG99)

UNIT100327BOX1 FPON:09589

OUBST SHERMAN (DOO 98)

Ref: (a) MILR~MAN 161 t (b)JAQ.MAN0lOS (c) NA,YEOTRA 43101-40 (d) FSHINST 3000.l (Series)

Encl: (I) Letter of Instruction ICO

1611 DDG98/CO 29Jan20

Enclosure (3)

Subj: LBTTER OF INSTRUCTION

Copy to: Executive Officer Senior Watch Officer

2

DEPARTMENT OF THE NAVY U8SFOMEITlftE1'MN(DOG8')

UNIT 100327 BOX t FPOAEONU

From: . . ORREST SHERMAN (DDO 98) To:

Subj: LE'ITER OP INSTRUCTION

Ref. (a) MILPERSMAN 1611 (b) JAOMAN 010S (c) NAVEDTRA4310l-4G (d) FSHINST 3000.1 (Series)

16.11 D009ltCO i1 Feb20

Enclosure (4)

Subj: LBTTER OF INSTRUCTION


2

DEPARTMENT OF THE NAVY COMMANDER

NAVAL SURFACE FORCE ATLANTIC 1751 MORRIS STREET BOX 168

NORFOLK VA 23511-2808

1412 SerN0O/ 026 27 Jan 20

THIRD ENDORSEMENT on USS FORREST SHERMAN (DOG 98) ltr 1412 Ser DDG 98/003 of 4 Jan 20

From: Commander, Naval Surface Force Atlantic To: Commander, Navy Personnel Command (PERS-412)

Ref: (a) COMNAVSURFORINST 1412.7

I _did not demonstrate the requisite level of knowledge and aptitude to attain S~ Officer qualification in accordance with reference (a). I concur with and affirm his non-attainment.

2. Forwarding and recommending tha

R. I. KITCHENER

Copy to: RMAN (DOG 98)

FOR OFFICIAL USE ONLY - PRIVACY SENSITIVE

DEPARTMENT OF THE NAVY USS FORREST S1-ERMAN tD00 98)

UNIT 100027 BOX 1 · FPO AE 09589

From: Commanding Officer, USS FORREST SHERMAN (DDG 98) To: l"PR""""1"'' (PERS-412) Via: (1.

(2) Commanding Officer, USS FORREST SHERMAN (DOG 98) (3) Commander, Naval Surface Forces Atlantic

1412 Ser DOG 98/003 4Jan.20

Subj: WARFARE OFFICERNON-AITAINMENI' ICO LTJG USN

Ref: (a) COMNA VSURFORISNT 1412 7 (Series)

Encl: (1) Letter of Instruction (2) Letter oflnstNction (3) M~morandum for the R, (4) Letter oflnsb,Jction ICO (5) Mid-Tenn Counseling I (6) List of Standing OrderVio at.ions o (7) Officer of the Deck (00D) Qualification Removal Letter ltr of2 Jan 19

1. Per reference (a), this letter is submitted to document the inability ot o demonstrate the requisite skill, level of knowledg~t and aptitude necessary to qualify as a Surface Warfare Officer (SWO). Details of his potential and the circumstances leading to his non-attainment are outlined below and further explained in enclosures (1) through (7).

ks the judgment and aptitude required for me to qualify him as a SWO. Although ·as qualified Officer of the Deck (00D) before I assumed cmurumd, aftet watching

his performance I haw grav · to bis competence as a bridge watchstanders and ability to lead a bridge watch team. cks the ability to consistently exercise sound judgment or make rational, cQherent, decisions and lead when standing 00D. His r.epor1s to me are erratic and do not instill confidence that he understands the situation or the second and third order effects of decisions he makes as 00D. Oiven that he has been assigned to FORREST SHERMAN for two years, and has significant at sea time through three HARRY S. TRUMAN Carrier Strike Group's Dynamic Force Employment deployments to the FIFTH and SIXTii Fleet Area of Responsibility, he has not demonstrated that he has now or will ever have the requisite skill ot level of knowledge necessary to exercise sound judgment or properly lead a watch temn. Specifically,

a. On several occasions~cd to follow my written and verbal guidance while standing' 000. On 10 November 2019 while providing close escort to·USNS BIG HORN, I provided clear direction that he remain at least two nautical ·miles from the replenishment vessel. Due to a poor ~f relative motion and careless watch standing. I walked onto the bridge and diS(X)veredlllllllllllllllhadnot only violated my order to remain two nautical miles from the vessel we were escorting but.he and his temn were ,JIEwere less than one nautical mile away from USNS BIO HORN. When I questioned · bis bridge team as to why they closed the vessel in direct contradictions of my ordar. - "they didn't know why and were not

Subj: ARFARE OFFICER NON,-ATI'AINMENT ICO-

paying attention". Hls lack of focus and passive watch standing could ~ve endangered my ship and its crew. For this egregious error and Viol~on of my trust'he was issued cnc.loswe (1) and demot~ to Offi~ pf the Deck under instruction and assigned to stand watch under my most expericnc~ 00D in an effort to help him become a bette~ bndge watch atandcr-and better manage hi~ bridge team. He was later re-instated as 00D in enclosu~ (2).

b. On 10 Decctl)~ 20.19, I issued enclosure (4)to fonnally document his pe,tfonnance after he failed to meet:my standards of watch st{mding and he requested to be removed from the. bridge due to stress and an-inability to focus while on watch. During this time his performance and the performance of his watch team.steadily declined and he struggled to make rcqujred J'ej>OI't$, make coherent decisions or provide clear recommendations when I questioned liim. Concerned for his healthl removed him from-all watch standing duties and directed him tQ talk to the Chapl!lin, and my Independent Duty Corpsman which is detailed in cnclosw:e (3). During this time I also conducted his midterm co~ling as docwnented in enclosure (5) 1g1d we di~ussed the challenges he was having as a watchstander and.Division Officer-along with a path to improving performan~. After two weeks off the bridge w9.tch bill his overall demeanor improved, however hls pem . I Ill , I ; • ·~·

was still poor by •ost every measure. On 26 Decembcr-2019,. I again r~ved m II I

the bridge du~ to him blatantly violating my Standi.ng Orders and being wliolly unaware of vessels in close quarters to ·FORREST SHERMAN without him.notifying m~ or making the requjred C9Qtact reports and.he personally detailed in enclosure (6). The culmination of the incidents resulted in the removal of his 00D qualification in enclosure (7).

c. During my time in command~ demopstrated a profound la,ck of situational aware~ and a general lack of e9nsideratioil in regards to his duties. and responsibility a$ OOD. On multiple occasions he has remarked that his· heart really is not Jnto $1nding bridge waich or be~g a SWO. This has clearly manifested itself.in•'his overaU poor perfonnance. During routine evolutions. he Jailed to demonstrate that he could consistently .,e.~~ the duties of an 00D, make required reports, understand my required permission items, and to make sound maneuvering decisions in accordance withthe Rules of the Road, His poor perform~e.ip almost ~cr,y: regard solidified my belief that he would never have the required abili.tY. or decision.making to keep my ship and my crew safe. For these reason I cannot in good ~ence qualify rum u a Swo ..

3. It, is with much consideration I reached thls determination. -s•a good perSon and in other respects, an average offic~r,. Faihu'e to qualify as .a swd"';;;id:rt~--viewed negatively as to his character. Therefore, I recommend be be selected by another coinmunity such as Intelligence or Human Resources during the Probationary Officer Continuation ~d Re-designation Board and be retained in the Naval service.

Copyto: ---TWOEIGHT

2

DEPARTMENT OF THE NAVY iJSS FORREST SH~MAN (DOG 98)

UNIT 100327 BOX 1 i=POAE09569

From: · . ST SHERMAN (DOG 98) To:

Subj: L:ETTER OF INSTRUCTION

Ref: (i;t) MILPERSMAN 161'1 0,) JAGMAN 0105 (c) NAVEDTRA 43101-4G (d) FSHINST3000.1 (Series)

1430 DDG981CO ii Nov 19

Enclosure. (I)

r--,, i .

Subj: LETTER OF INSTRUCTION

Copy to: Ex~cutive Officer Senior Watch Officer

/' 4·'"·. . .. .,,,,

2 Enclosure ( l)

OEPARTMENT OF THE NAVY USS FORREST SI-JERMAN :(DDQ ~BJ

u~iJ~~~:aix 1

From: . . .. . ...• ; . . : To:

Subj: LETTl;.R OF INSTRUCTION

Ref: (~) MILPERSMAN 1.611 (b). JAGMAN 0105 (c) ·NAVEDTRA 43 l01-4G (d) FSHINST 3000 .. 1 (Series)

Copy to: Executive Officer Senior W ~tc,h. Officer

REST SHERMAN (DDG 98)

1430 0D098/CO 21 Nov 19

Enclos.ure (2)

DEPARtMENTOF THE NAVY uss FORijeSTSHERMAN (DOG,9~f

FPO Af. OSS(j9•1214

MEMORANDUM:FORTHERECORD

Subj:

Ref; ·a, P$HINST··3000.1J

Copy to: ·Executi.ve Officer• Legal O(ficer

t\TCHSTANDING

1412 Ser D00 98/ CO. 03 Dec20l.9

Enclosure (3)

Fr,.1in: Tb:

DEPARTMENT OF THE NAVY USS FORRESJ.SH~RMAM CD.OG 98i

UNIT 1oos21 aox.1 FPOAE 09569

Suh,i: LETTl;.R OF \'.'.':S-TRFC'TfO'\

Ref: {a) \HLPERSSI.-\~ ln\ I tQ) .f.A,G'.\·tA'.'; 0l05

End:

(c) NAVEDTRA 4310.\'.-4G Id) fSHl~ST 3000.t (Series)·

<ltd :12 Nll\' I 9 \ ·I 21 Nod9

1-1-30 DPG98;CO 10 Dei; l 9

Letter Qf lnslruction lCO Letter oflnstructi.on !CO .1' lc.n\or,m,llUJ) for the Reconl !CO

td 03 Dei: l9

Enclosure ( 4)

Subj: LETTER OF lNStRUCTlON

-Executive Ofti~er S.enior Wntch Officer

2 .Enclosure ( 4)

RtS liUPl:RS 1610-1

.6 UIC 7 SIJip S1a1ion 8 PrQmOl/011 St:uus Q l)otc Repor1cd'

Detachment 0 11 ox lodMdwll

Detachment of . 12 Re_ponini; Stn1« □

16. Not Cose"~ T)l'C orRcpoo Report ,LJ 17. Re ular 0 I~. Concurrent .0

:?J Rtiporuns Senior11.as1. l't Mil'

?8 Comm:md empio)mcnt-:ind commind ~chit\'tmenls.

□ P,'fiod or Report

13. Spt.-c1:il I~ From

□ . 20 l'h)t1cal Jl••d1ncss

19 .. 0 sCdr

:?S Tiilc 26 UIC

29. Priln3r.· 'Colluer:ol Watchstanding dllli~s (Enter prim~ d.a~ •l'1>~<ia11on In bos.,

I I

31 Cou1Uelor

AZZARELt.O,. F J

15. To l9NOV30 21. Btllet Subcotego~··(ffon)•)

27 SSN

c:I

PF.R~'ORMANC.E TRAITS 1,0 - Below .W1nclo1ds.not-,irogrcss1ng or' GNSA T 1n on}' once St'111d~rd. 2,0 • DocS:nill. yc:I ino:r all 3 0 standards; 3 .0 •. Meets oll 3.0 staipdards; 4 0. - faccetls.mos1 3.0 stand:irds, S.O • Mc:ets O\'crall trlt~ria and mo~t or the 5p.:~ilic sbml:irds ror.S.O. S1ana:1rc1s ore nut 11ll in¢hm,c.

33. PR01'6SS(O:-l,\I. EXPl!RT1S1: Pror«11onnl kno\\lcc!,c proRclcncy. and quahftntions.

• l.:icks hasi~ prorcssionil kJKiwied~ 10 pcr(onn ~ffccti,-dr

, C11nno1 "Pl'IY bosiqk1Us

•faJISJO dc\dop profCSSIOll,lll) or ochit,c timcl5·.q~olific)lffiftS

,Ha, thorouah profcss,op•I ~-~;,,_tdg,,.

· ,t;'lltnpcw111ly 1-.:rfunns bo1lt·r04llmc 3!)J -1351:S.

-SleaJil> i11J)«l\...s sl111s, :1d111!res tim.,Ji qu.:,lifkations

• Rtco!ftlrAd -.pc,1, sou~hl after-lo sol\c difficult problems

• E,"ptionau,· 51:iHcd. llc\,:lops and Cl'-."1:U.ICS innot2,i,c ,Jtn.s

- AcbiC\"CS early highly ad,"'tct<I <1Uat,roc~01U

Nou_O tJ □ □ □ )~ CmlMANDOR ORGAl'/17.ATIOSAL CLIMA11~l:.Qli,\I. OVPORTUNll'Y: C\ltltnb111i11~ io J('O\\lh and dn-.lopa1e1i1; bum;in.,,onh.

· •ocnmuml)·. . NOii □ )5. Mii.lT r\R:Y Rf.ARING! Cfl,\R,\CT!Ui: AppdlMcc. conduct pl\)~'ld n1ncss, ..n...'t:IIICc to ~wCore Values. •

;G ·Tr:AMWORK:

. Contnbiltion• 10, .. 1nl · team b11ildm11 an~

,~amresuhs.

NOB □ • l7 ,MISSION ACCOMPL.ISHMliN'r

, A:-ID INITIATIVE: Tala~, ln11ia1h-e,

. plann1~'prioririzin!1, .tclliC\inJ ,nission,

1>08 □

•Acrions<41dller to N3\) 1S re.11.'flll<lll rtmli<11""'1l st'W-

•Unin\ol,cd "i1l1 mcn1oring or-,rra(,-.s,oml dc\'cloilftl•n1 or sllbordi/lo1u

• ,\~ltOflS ,ouotcr'lo rond Older and lllsclplf11C: and "".f'li\Ch' all"ccl-Co{llln~nd Orp11intian:al cl1tmtc .•

-lx1111111stra1tS "'clusion.1~· bo:la\iot LJ• · • to ,-:oo.i dilfm11<2s fr'1nl. ad111r31 ' .n,•cr,i1-.

-Con1ilt(IUI)' unsitis(dctor) oppc(GJ!Ct. •Vn1otl1!bct<l<)"dcm~3nor or conduct • th1abl~ 1u n\tcl one ur lll<lll: physic,,I rcadl..,ss sb)d:11\ls.

•1'"11s 10 li\c up 10 Me ,mnorc N:i,y Con! Valws: HONQR. CQUR,\Ci.E. C.O.\IMlnlE}f.T.

• CN.:,tos cCflllict. 111,w~liot; I-> work "''" mJ•m. p,is sclf:ibo\" t<am •F.•ils 10 unck1'$1ond team ioaJ.< o.· N3UIWorl; tecfuii'lllC5.

0DQcS not take dirccli~n 11.tl.

•Lacks inililliR

-Un1blt 10 pl•n or pr!.iri1(rc

• Ooc.s 1101 moincai" rHClili$

•F11il• 1u get 1!,cjol> Ou11c.

□

□

□

•Pos,u,<'l~.iilttsl•p si,ppons :-:.-)~ incrco.scJ tdcn11on goal; Ac11,c 1n d.:«c.uill¼' 01wio11

• ,\cllOIIS :klcq1ia1<h OCQtllllC ·,11ppon ~"'°"1in.i1es•pc1sonal J)fllfcmonal 1"1f\1th

-Dcmonma1ts app~c~,11011 ror co111rib1111ons of Na,, ·p<-minnel 11osnl\~ mflu,:n.~ on Conm;nl ch11121~

• Valu« c1tn~r<I\CCS a, Jlr<n~ttu. FoSICtS -□ Oh'OOlpbtrc or=~'Pl~C!'fnclU1,10tl p<r □

l:O'fiEO IC).

.□

□

□

-E,cen~111 peuonil ~ot~o • li'.~cclltn1 a,-..r \lr ~on<ll~t •Complh:s. "ith phrsic:il re:¥1i1_1,:,s p10SQ1•

•"'"~" h,-es.., to Ki,, Core Vol= IIOSOR, COURAGF.. COM:1,ll;r..11:,l,; t

□ -RcinG,rccs c1f1Cis' cll"ons. lQCCU pe<SOll3I cotllllilmctlls ID 1~(1111.

,Undl!fstOJtds tclllll goats. ,-mplo)s ~ tc111m,or:k:1cchnjquc~

-Acco)>ll onll olTcrs rc111n dir<i:1161'.

• Takes illlliOll\'d to l!ICCI uools,

-PlnnJ'prir,ri1i,u e1Tcc11,-.I)

• l,bu,u,o~ btpl SIIIIC uf fc:wtll."iS

,,\11\Q)S &~H th~ Jilli dt!nt

□

□

□

-ltscmplory pe!1<lnol appearance • E,ffllpl:u:J' rcp11:s.-n101i,e orsa,, -A lcad«-ur pli>lical rcaJuicss.

• E,cmphr.es 1-b>) Cute V:iJU<S: HONOR_ COUIV,GE. C0-~~11Th1F.:-'1'

• Team builder. iruptn:S cooper.illOII and p<op-cs.

• Tolmlcd ~••or. focus~• pls:,nd tcchnijl.ies for h:11111.

· • 1111: best ac a1.i:tpciile •ml oifcrins to:im · di1ecoon.

□ • Dt1-el~ps innu,n1i,e W~}'S to l)CC()f11ph1~ mis.sion.

-!'Ian, 'priorititcs "hh tsctpuanal ~Ill Ql\Jf~siJlht

• !\l.1111Lilns superior ~"'1i1101, • .:,.~n .,,th hfflh~ rctol~cs

□

□

• Gc11 Jobs doric c.uloc1 ~nd·far b,:ue, 1hw1 C(p,e,;led

□ □ .;.=-dil'i•-'.Pffl'i:ffi@:lt'@IQLQWEfil;t!SE;.0,'jl;)'%1!81¥2.Q'-..A<,.~S•nm:: ---·------..--· ., ......... -,~-,,.. _.,.~ ... ~--

Enclosure (5)

"---'

,,,---..,

NOJ)

i'J. r;>.C.'TIC,\J. l'f.RFORM,\.:.:C(,~ (\\';u{.,rf 1\U:iltli<J -,rtk.:11 oolrl IJ;s;k unit taCU,'21 Clllpl11)lll<l;• u( \\CQp.>l\l l)>ICl1t,

• N'"fjlctls 110111h:de\elupncn1 or \\cllilrc or 1Ubo(Jlb1a1,-..

•fails to Ot?,nl.tt, crut•~prcblctn, r.,~.~••·

•Docs DOI 1<1 or l>dai= JOAis rde,1101 ·coccnttmml minion Dllll ,w~ -Lack; abilfry 10 cop,: "iJ11 ar 101':mic stress.

-rnadc(u•1o·c:01nnUU1ico1,x. -Tolerates ba:11mls or ®~re pr,..1kc,;·

□ •Has,diflirllll)" Olllllnill! Qllahli,':ltil.'ll .;,pcacd fol' 111( r.m\ and <1pcricoo:

.l111S ififl"ic<1ltv in m1p(i). 01rcral\ ur w,_, '> 11c1n, ,mplo) m,111 D<luw otl1<r1 ill kno,<l<d!IC nnd Clttplu) nttlh,

-Waifm itills b1 lf"-c~rcu-• klo,r M;111Jardt co~d-lO 01b:ts or 1;unc rw and cXp.'licm!t, .

□

· -1:nc,.ihclr ~lllltll3l.:S 11tin1\ll,1lt\tl<1pcncdl Ill j\looidill'\!l.'i.

□

•tlfaanizessucCC1'11ullY. unplcflicn11n11 Pf~..:,ss· "imp,0\Cl!Y.n!S-31\t\ cftl.:/ro<ics

,Scls.'IM:llic.cs us,d1d,rc:ili1ilc 11(),1$ th:it SUPli.lff _,.nw llltssio,, .

• P.i1f«t11S """ .tn s1nwful .. 1uliocu. -CL:ot, timd} curn1ti.rnt~l'9'. ·Ens1,,.._~ ·•~re1> .irpcrso,ind and cqu1p111c01.

·•Atlllln• qoalilic,,ul)<U oJ.t,.<qllir.J andc:.'<~h.-d.

•C\lpabl) tmplO)S ~•l.••m.,T.111, 9f \\\.'lljl()II$ J)'!IC111S i:.,,r.~ Ill ~th.:run I\ ltrfllN l:.uu\\ ktlv.: and ,,nplll) tnlllll

• \\'~rial'• ;lulls 111 5f)Cl'k111J, equal 10 Olh<ri <lfRm~ rank ond eq,,:nc~c

□

:□ .10.1 n:comfflffii 5CrNning 1his KldMdual rur n~~t cure.:r mllesh,no:(s) 11s-folT01\S 111111.~nnum oftl\Ol Rcc:um.rncnJollons n1:1y b<l for compctnhi: $1:houls Of Jul) willnm~nis ~u.:h ui SC;:P, D,:p1 Head, XO, OIC, C:Q. 'M;,jor Cum~- \\'ur C.ill~__,. PC S<h,!nl

RCS AUPl:'RS 1~10-1

,.o 011:od1 bcce,11 Srn!Grds

- ln1pinn11 IJ10Ci,;Mor -,I MM Mt • ,lll(,ol'l!i11,11cs n:;i,:h luljhcllt J.:,•I 1>f~0\\1h :ind Jc,'lllop,lle1u.

• Superb O!IP.'lim,.grr•• (OttSlghl, dc,·dops procc!S 1111prc,ffl1C1U~ Md -.,!Tod~.

-~h/p adile,tnlCftlS dr.11na11ct!I) l\i,,her .co~ nu>Sioi1 and. \ isiau.

• J'(rsc1..r,s tlttO"!!h di, ttJl'ifldl . ;chalk~~ ""'1 insp1t~, 01h,rs. - E.=p1111nal ctlam111111.:.i101. ,M•kcs St1borilina1eunl'c1y..:oi~,.ms. · m:linlams 1op-saf<1rro,ord · • C:oMtlllll) itnpMU lli~ Pll(S~ll3l . D a..t p1of.:s!iol).1l'lil·•i ot'Ut~crs. D

□

•~lill!' 1110l1ti,'il u ilpjl«lpnolt 1,1,111 ro, rul; u.i ~

• IAIIO\Gll'<lyc!flplo<,s lllip\$1, ,ai,crat\. "' '''"""'1• S)1tct11s. Woll "~'~ 'Olbt:fs ti, narfilr.c ~nQI, lal~~

. ·lUIII ~mpll))t~. • WlltfoN. sklll5 UI 1p<1:t:1T~ ·~-..,,:11 others i>f~Qll); wl

: .:,qic,lll!fl(t

□

~l. COMMENTS ON PllRFORMA:iCF.: • NI IO 1":vks. 1h~ 2.0 m:uks, m,;l 2 U nurlis .111 Bl~k 3~ 111\!St ti.. >J'""tl,0\1; tul>St.U111u1.:J in co1nuwn1'. Cot1ii>1tnt~ ~t«t bl! ,c~r1:1btc l'ont 11111.ll be· 10 or 12 Pttcb (10 or r.1 Poinl) llllb' l ls,: dllP-T .i.nd lo,1 <r cu:

'PNmutiori Ro,1J1n1ncnJiuioJ1

~•· l~UI\IL>UAL

.SJ SU.\IMARY

Sf~lli~Jnl Pr~blcms

0 0

Ptvrnot:iblc

0

i.iu$1 .Pmmulc

0 0

Enclosure (5)

Mf:.MORA.NPlJM

From:

To:

SS FORRE$T SHERMAN (DDG 98) SS FORREST SHERMAN (DD-098)

cer_, USS FO~REST SHERMAN (DDG 98)

Subj: Standing Order Violations While On Watch

Ref: (a) FSH INSTRUCTION 3000.U

26 D~ 19

Enc1osure (6)

DEPARTMENT OF THE NAVY USS FORRES:T SHERtv1AN (DOG 98) '

.UNIT •100327 BOX 1 FPOAEQ9669

From: Commandin Officer, USS FORREST SHERMAN (DDG·9~) ,. To: USS FORREST.SHERMAN ,(D.PG 9.8)

1412 D0098'/FSH 2Jan.20

Subj:. REVOCATION ,OF OFFICER.OF THE DECK UNDERWAY QUAt.lEICATION

Ref: (a) NA VEDTRA 4310 l-4G

1. This letter is-submitted to notify-of my te:vocation of his Officei: of the Deck (Underway) NAVEDTRA ~oi~mrc:hon onbo~d.FORREST SHERMAN as of JO December-20-19.

Enclosure ('7)

1000 Legal 4Jan-Z0

FIR.ST ENDORSEMENT on JJSS FORREST SHERMAN ltr 1412 Ser DDG 98/003 of4 Jan20

from: To: Commander, Navy Personnel.Command (PER$-412)

SQbj: REPORT OF'SURFACE WARFARE OFFICERN.OM-ATTAINMENT IC~

1. I have received and acknowledge the R,eport of Surface Warfare Officer ($WO) NonAttainment.

@<lo not intent to submit a statement

3

I ' l ....,_.,,.'

·4 Jan 20

From: T.o: Via:

Commanding-Officer, USS .FORREST SHERMAN (DDG 98) Execlitive;Ofticer, USS r.ORREST SHERMAN {DDG 98:)

1. This statemeritis fot my non.-attainment a~:a Sur:face Warfare Officer. My inability tq obtain my .SWQ. pin stems ·from being unable to ~atisfaqtoriiy pedonn !lS an Office.r of the D«,k. I have the level Qf kn:owledge require4 to stand the watch, I. trainoo the Junior Officers and.Sailors that stood up there with m~, but I-did not have the-confidence to c.Qnlinµe st.anding OOP in Fift:11 Flee;t. ,

2'. It is my ~trongest desire to contim.ie to s~rve in the United -States Navy. I intend to commit 20 .pl'-1$ years of-service; I have-the-capacity; passion, and ·dedication to continue a_ career as a Naval Officer in another community.

3'. My time onboard USS Forrest Sherman has been instrumental in teaching me on how to be a leader and how to work with Sailors to accomplish the mission. During my tenure, .r succ~~fulty ied MP division thro1,1gh a Sixth Fleet Dynamic Fle.et Deployment as w.e11 as tl}e work ups and under-ways ·preceding a Fiftn Fleet Deployment nine·months later. My strongest satisfaction as a DiyjsiQn Offic~,; ¢ame from watching lllY ~ailors succeed, whether -it comes from b~ing promoted, being aw~rdetl, or fr9m being .recognized for completing depot level repairs whil~ underway to ensure mission readiness. I understand the risk being n~>n-attained' has, but r remain passionate and adamant about continuing to serve.

.- . DEPARTME;NT OF TH.E NAVY

USS F.ORREST SHERMAN (000 98) . UNIT 1Q0327 ~X 1

F.PO AE 09569

lOQO Legal 4 Jan 20

SECOND ENDORSEMENT on USS FORREST SHERMAN ltr 1412 Ser DOG 98/003 of-4Jan20

From: Commanding-Offiqer, USS FORREST SHERMAN (ODG 9&) T9: Corturt.ander1 Navy Per:sonnel Command (PERS-412) Via: Commander; Naval 'Surfa.ce Force Atlantic

l. Forwarded.

4

DEPARTMENT OF THE NAVY USS FO~~!=ST Sl:IERMAN (DOG 98)

UNIT 100327 BOX 1 FPOAE09569

·-From: Commanding Officer, USS FORREST SHERMAN (DDG 98)

I 11 II• I I ..i Ill,.; • '.&. I..,( I I I - I II• ■ ! 4 To: d (PERS-412) Via:

I ~ : Atlantic

Ref: (a) COMNAVSURFORISNT 1412.1 (Series)

1412 Ser DDG 98/360 23 Nov 19

Encl: (2) Letter-of Instruction ICO (J.) Letteroflnstruction ICO ( 4) Letter of Instruction -ICO

trof21 Nov 19 f22:Aug 19 fl~. Oct 19

(5) LTJG Study Topics dtd-2 ct (6) LTJG Study Topics dtd 27 Oct 19 (7) LTJG Study Topics dtd 3 Nov 19

f 1$,Nov 19

1. Per reference a - this letter is submitted er his re uest in enclosure (1) and to document the inability of to demonstrate the requisite level of knowledge an apti e necessary to qualify-as a Surface Warfare Officer (SWO). Details of his potential, and the circumstances leading to. his non-attainment are,outlined below ruid further explained in enclosures (1) through (7). :,

2. lacks the judgment required for.me to qualify him as 0 cer o e ec ave grave reservations as to his ability to drive the ship and run a bridge watch team. Therefore, I have no confidence in granting this qualification. He is able to memorize and recite basic information, but is unable to exercise sound judgment or make rational and coherent decisions when actually standing the watch. His reports to me are erratic and do not instill confidence that he understands the situation or the second and third order effects of the decisions he makes as OOD. Given he has been assigned to FORREST SHERMAN for two years and has significant at-sea time through tlu:ee HARRY S. TRUMAN Carrier Strike Group deployments to FIFTH and SIXTH Fleet Ar.eas of Responsibility, he has not demonstrated he has or will ever have the requisite skill or level of knowledge necessary to exercise sound judgment or properly lead a watchteam. Specifically:

a. FORREST SHERMAN was a Dynamic Force Employment Deployer, executing two SIXTH Fleet and one FIFTH Fleet deployment and the required training cycle events over his two years onboard. These deployments exposed him to a myriad of complex Bridge evolutions

~ of which he was assigned as a watchstander for most of this time. Despite these training events

Subj: E OFFICER NON-ATIAINMENT ICO-

and multiple operational deployments in which a destroyer performs nearly all the tasks and evolutions any SWO can expect to see, he has not demonstrated to me an ability to execute my Standing Orders, run the Bridge watch, or drive the ship in other than open ocean scenarios.

3. Both my predecessor in command and I counseled n falling behind in his qualifications. He and I attempted to coach him to the best of our abilities. My Senior Watch Officer counseled him on his qualification delinquencies and assigned him to the watchbill in watches that would afford him the opportunity to gain experience as well as time for dedicated study. I issued enclosure (3) to fonnally document his performance after he failed to meet my standards of watchstanding. In addition, he was given specific study topics each week that he would review with his mentor, the Senior Watch Officer, the Executive Officer, and myself as shown in enclosures (5) through (7) to help improve his level of knowledge. I then moved him to a different watch section to ascertain if another 00D over instruct could help improve his poor performance. I gave him multiple opportunities standing the watch under instruction during underway replenishment details and other special evolutions to demonstrate he could perform the duties of a qualified 00D. I issued enclosure (4) after he failed routinely to make required reports, understand my required permission items, and to make sound maneuvering decisions in accordance with the Rules of the Road. His poor performance in almost every regard solidified my belief he would never have the required ability or decisionmaking skills to keep my ship and my crew safe.

4. I afforded ne additional opportunity to succeed after I issued him enclosure ( 4) before I would recommend him for SWO Non-attainment and since that ~uested to not become a SWO. I fully support his request. --is a nice person and in another setting could be an average officer. He has done nothing malicious or contrary to good order and discipline. Therefore, I recommend he be selected by another community such as Public Affair or Foreign Affairs during the Probationary Officer Continuation and Re-designation Board and be retained in the naval service.

OEIGHT

2

From: To:

DEPARTMENT OF THE NAVY USS FORREST SHERMAN (DDG 98)


11111.,1 ,. 1a - •~· EST SHERMAN (DOG 9$)


Ref: (a) MILPERSMAN 1616-080

1611 . DDG 98/CO 22 Aug 19

Enclosure (2)



2 Enclosure (2)

r---. I . '

~ '

From: ffi To:



EST SHERMAN (DOG 98)


Ref: (a) MILPERSMAN 1616-080

1611 . DDG98/CO 16 Oct 19

Enclosure (3)


4. The following corrective actions will be taken:


2 Enclosure (3)

,,--... f '



From: ST SHERMAN (DOG 98) r, To:

Subj: LETIER. OF INSTRUCTION

Ref: (a) MILPERSMAN 1616-080 (b)SORM )i

1611 DDG98/CO 15 Nov 19

Enclosure (4)

Subj: LEITER OF INSTRUCTION ...___,;

4. Therefore the following actions will be taken:

\.J

Copy to: Executive Offic.er

2 Enclosure (4)

OPS/DDG98 . 20 Oct 19

From: To: Via:

USS FORREST SHERMAN (DD<J-98)' ~-omman g Officer, USS<FORREST SHERMAN :(DDG 98~

Executive Officer, ll~S'FORREST SHERMAN (DDO 98)'~ · Senior Wateh Ofijcer, USS FORREST SHERMAN (DDG 98)

Subj: swdy Topics

Ref: (a) LOI Issued on 15OCTI9.

Encl: (1) List of Topics Studied for the week of 140CT19-20©CT19

Discussion: 1

1. As per reference (a), for the :yveek of 14OCT19-20OCT1;9, I have reviewed and written notes on the following subjects: ~ ·

a. Gas Turbine Module i. Intake system ii. Air Flow of a molecule

b. LOSCA characteristics c. UEC .• d. GTE Start Sequence

j. Prerequisites " e. Battle Override ,, f. Main Lube Oil Service, Fill and Transfer Systenr3

i. Pump Logics · · }J ii. UO Purifiers• ,,,

~1 g. MRG and Shafting " i. Dehumidifier )'

h, Controllable Pitch Propeller System i. CPPPump

ii. HOPM iii. OD Box iv. M9(1es for Controlling Pitch

i. Programmable Control j. Iranian Caps and Lims

i. Warships and Patrol Boats ii. Surface to air and ASCMs ..

. .

Enclosure ( 5)

OPS/DDG98

From: To: Via:

Subj:

, Ref:

USS FORRE T SHERMAN (DDG 98) Commanding Officer, USS ORREST SHERMAN (DDG 98~ Executive Officer, USS FO ST SHERMAN (DDG 98) {\Senior Watch Offi~ ORREST SHERMAN (DDG 98)

Study Topics

(a) LOI Issued on 150CT19

Encl: (1) List ofTopics Studied fo the week of210CT19-270CT19

· Discussion:

27 Oct 19

1. As per reference (a), for the eek of210CT19-270CT19, I have reviewed and written notes on the follo · subjects:

a. Navigation Rules Regulations b. Ship Characteris c. Publications for on Engineering Permission Items

i. Starting ii. Stopping iii. Startin iv. Stoppin ving Load from GTGs v. AlignEd vi. Emergen GTM

vii. Online S M d. Iranian Caps and

i. Warships and Patrol Boats ii. Surface to air and ASCMs

Enclosure (6)

From: To: Commanding Officer, USS Forrest Sherman (DDG 9~ Via: Senior Watch Officer, USS Forrest Sherman (DDG ~ ·

. Executive Officer, USS Forrest Shennan (DDG 98) #-:..---

" Subj: . Topics Studied for the week of280CT19 to 03NOV19 · ·-·

03 Nov 19

1. In order to boost my level of knowledge in preparations for qualifying Officer of the Deck (Underway), I have s~ed the following topics: t. · · ·· ·

a. Naval Shiphandler's Guide: Barber 111 a: ~tmtdard Commands

b. Forces on the Ship c. Anchoring d. Oetting Underway

b. COLREGs Rules of The Road c. MOB

a. Anderson b. Williamson c. Race Track

/-- .. \ d. Y-Backing d. Engineering Casualties

a. Loss of Lube Oil Pressure b. Hot Bearing MRG c. GTG Casualty

Enclosure (7)

1000 "--' Legal 24 Nov 19

FIRST ENDORSEMENT on Report of SWO Non-Attainment dated 23 November 2019

From: To: I :, • I y mmand (PERS-412)

Subj: FFICER (SWO) NON-ATTAINMENT ICO

1. I have received and acknowledge the Report of SWO Non-Attainment.

2. I &do not intent to submit a statement. ·

21 Nov 19

From: To: g , SHERMAN (DDG 98) Via: (!}Executive Officer, USS FORREST SHERMAN (DDG 98)

1. I no longer desire to be a surface warfare <;>fficer. My inal,~ty to ,obtain my Officer of the Deck (U/W) qualification was my biggest hurdle in obtaining my SWO qualification. Despite two LOis, digging into the references, and multiple training s,es~ion$ with 00D qualified officers, it was difficult for me to apply my knowledge on the bridge.and,make significant progress in qualifying as an 00D. I do not enjoy standing watch on,the bridge and I am not passionat~ about driving ships. I understand this .is a primary duty of a Surface Warfare Officer, and I no longer want to serve the Navy as a SWO.

2. It is my strongest desire to continue to serve in the United States Navy. I believe I still have the capacity to serve as a Naval Officer. Despite my struggles to obtain my SWO qualification, I am still passionate about being a Naval Officer.

3. My time on board Forrest Sherman taught me a lot about leadership and teamwork. The most enjoyable moments were when I witnessed my Sailors accomplish the mission and they were passionate about their work. I loved working with. my Chief in figuring out ways to motivate the division and drive them towards completing the mission. My passion for seeing others succeed is what drives me to continue to serve in the Navy. Although I cannot continue on this path as a SWO, I strongly desire to lead Sailors in another community.

Enclosure ( l)



1000 Legal 24 Nov 19

SECOND ENDORSEMENT on Report of SWO Non-Attainment dated 23 November 2019

From: Commanding Officer, USS FORREST SHERMAN (DOG 98) To: Commander, Naval Swface Force Atlantic

Subj: FFICER (SWO) NON-ATTAINMENT ICO

l. Forwarded.

From: Sent: To: Subject: Attachments:

Sir,

Bridges, Damon D CDR USN, DDG98 Monday, December 7, 2020 2:29 PM Zenner, Todd C CAPT USN CDS-28 (USA) SWO-Non Attainments Report of SWO Non-Attainment ICO Package.pdf-Non-attain.pdf

The details for the 3 SWO non-attainment officers are as follows:

WO Non-Attainment

equested to be SWO non-attained due to his inability to stand OOD and lead a watch team. He requested

SWO non-attainment on 21 Nov 19.

- requested to be SWO non-attained due to struggles as a bridges watch stander and an inability to

confidently stand the watch. He requested SWO non-attainment on 04 Jan 20.

as SWO non-attained due to poor performance as a division officer and bridges watchstander.

V/r

,,..........,._Damon

CDR Damon Bridges Executive Officer USS FORREST SHERMAN (DDG-98)

"RELENTLESS FIGHTING SPIRIT!"

1

"'· . . ...

Rank&Name: Billet Pl r O /· A.e·r>o

Date Reported: :J. 7 ex;.; .;, o I q.

HJMSSMEN'f, Bebl{V(or /hat fs l!nwe/cqme or 0J/ensi11e.,to a reafonab/e person, whether oral, wr.i({en, or phy11i¢f; 1/,a{ creat,s. an in/f,frkwling, hos(/111, or offensive environment. !f arassment can occun·thr.Oligh electronic. cpnifhunicafions, Including social medfa, otlfer fortnf of cor,/munication, and. In person. Harassment m")' imilude offensive fakes, ep.ltl,ets, ridicule or moafcery, fn.su/ts or put-downs, displays of offens.tve. objects or 11.nagtry,. stereotypi.(11, lnJlmTdaflr/g. <1cls1 "Wl(ed. threllts 'Ofvfo/ence, thre(l(eningorprqvpk'Jng rema;;fr.t, ta.cial or other•,1/11rs, derogatory rem.ar.ks ahoul a person's aa,fenf, or dupfays of racially oifens.fve. zy,Jtbols. Activities or acflof/3 unaer'/akenfer a proper military or govemment<z(ptpp0§,/3,·SIICh -~ co,nbqt survival; tral'nin~ are rwt·c.onsfdered harassment. • ·

BULLYING. Afonn. .of }laras,sment-fhat iticludes acts of aggresstott by S,r,,,fce memoern,r DoD civilfQIJ Sf!lploye~, with a,nexus to nil/lla,ryservtce; with the infenJ of harming a S~.e member eftt,erphysic.ally orP.zy.cho/ogfcally. wifhou( a prbper.milit(Jr}I or oihergoy~rnmentpl purpose. Bullying may lmiolve the singli~ put of an indiv.fdua/. froin liis or lier coworkers, or UtJU,/or ndit:ule,beca113e he-or-she ls considered diff ere1Jf orw.eak. Jt often fmiolves an. [mbalance-of power be(lyeen the aggressor and·tlte vfelim. Bullying can be conducted through ·ihe use of ilectromc ile11lces. or' oommflnh:atlons, ·and'by oilier means. including social TTJedfa, ·as well 11s in persoh.

·Given th~ DoD definition.& above1 l\ave you pers-onally .Qbserved. a_ny exainplcis. of harassment or bullying by a ntember of yout chain of commimd?· If so, please provide specific detail.s .~garding your obs.ervation(s) .. A+ +i,,.,e":I t tic> .. e ste.-. Ifie co ropHoli'l'C. 'Or\ ... 'Sr:r.1e1/l-n,,'~ kTf.:.e. a"'d ~.e ir l\J_,, . ..,,$f "'pe·rso,.._. OW\~ 'f,11,iso1d '°8t" :-J!lc:lt .. ..,J fo, a _,.;fl:) 11$:eJ +~~a,11n 1.-,•wll-on t-he/1'•;,o,,,,

lie he,~ c,-Jled pt(!plt t,Jsc/er;s. /~1:-ur:.d ,1,.d' 0f1,,,.. +11;~ 11,.,1-.r ~:11 sc.1 he. +t1,.8.M ,.,. ~ lo+ e,,,,. J?h:1s

Jt\ec,11·\ wue o: 1:,:1> n 41,c;},., ·,-i,_, wo,·s~ \o'-a'!> prah..,k>1 whl'l'I he -lold m·R t'1of l ettrif no,;cl}e OOi'!> ,.,.,,r: 'ft.1yn.c~ S,'>1te I cil.,~ £:,/Joi.,, 4 ~io't'ple·-l..,k o .. J .-lo/J.,,..e. ~ \,n;wlJ~~ """'h if.

Have you personally been subject to.any abusiye/ge~eanfug beha~ior :fro~ ·or been threatened by your chain ofcottllttand? If so, please pr.ovjde specifi.9 detail~· reg;irding your ,obsetvation(s) .

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tt,,a~ (CJ dee~el'.J,,,"r,,.,,l;r /,omJ"9fd",,J h:,IJ.hi>r 3}-ie ~Qt, rio-J. wc,-1.h 'fla ... i.,,3os a.-.. Clp,b, Tka,CO¼, nie

u;,.11.i,/~ ~di "'e :,_ a. ve .. _-,,·$~ ,,oi.l:, ?'"'i'J"'f--r! h.fJfY hfl ~"~..fq h>vc ,.,-·o,. +J-,e ),,,cl9e "'"J ,,.,,,1;,,,9 ,,.,,.,., d,M,.J e.,,,,i fl,o,,,e:_

Have you p~rsonally ob~erve<f ~ sexist <:>r ractst xemark by your chain of c.ommand? "If so,.ple~e :prov1de0>JI .foe o1. ~11gk.:,.

specific details ~$8l'ding yow:·obser:vation(s). • tVo t he..,, no{

Have you personally reoei:ved a letter of insb:uction, had a qua1ificatfon remdved, or been fold. you may be fired/detached onboard FSH'? Tf so,. expl~n the. circwnstances in. debdl.

t ha..ril bet"' {-,ld J: moy "'of <r,r,,q/17 .rr,,J be ht.~.-ed, Hie h,-d +,.,,,,c? '-4>$ ,,..Y 0

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~ r. Shu.}/ mr$fak.-es '-'-h-t,e ~~l-:o.,ecl ,.,

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r ·"'Yr\t ~ Uf h,r .ttu.,e s .... c.re H ,l-!,i,o«J1'1 f.ne. ;Jau.-,Jle f ~h:ch :r ey,dt.t✓e r:/ ""'d leq,,,,."//..ar't'l. 4f -J.;,,.,h I-ho':) .. _.

he seem.eel J'1sl- w ""°.,.,/ -fa i;ue ... /-c people do ..... n av,,d ~ee ho!,(- f,o .. he. cou/J f'lJ·sh people bel::,re,

fney. wt>qJJ b,ei:ck" Once. .he loai'ld ifhaf /.,,.,;f he v..ould \A.,4//:. fhet/.1."'e.., The.-e 11ve .... e. tt.-,,,es "'-he,t. :J:. le/l-

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ac..f;.,...s i:1--e rociqh b f •t · heh. ·l....lJ f' , 1 , 1 ., t , -k ) · . v u , ca., 'f s.Te you. S°OJ?ie. wne.s ,r "'-o.lllt:1 ,,es '°I lecf'e ha'fJ1, ::Pve s-c-en se;,,t,a/

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Rank&Naine: ~illet: __ ,-,::::A.5..,.,.,. .. .,_,10....._ ____ _

J;)ate :Report~: _._.';'..,.,""v.1"< ____ 2 ... 'J? ...... t'l,,__ _ ___,. __

HiU.tA'SSMENT. Belmvior.fhat. is ,µrwe/oomt or offen~ive.tQ a reas()ndbleper.so.n. wheJher oral, w.rlllen, .or physical; that creates; .an. irrtimf4afir,g, hostile, or ojfensfje envfr(inn:z~nt; Hara.ssm11nt .can occqr /hrougl; electronic ·communlc.atlons, inclilding sopial med/a. otherft,rms of communlcqtlon. and fnpersof!,iJfqtassmentmtl)I ihc(ude-ojfenstvejokes, ef'(lhe1s1_ rfii_fcule or-,no.cker;r, Insults or p11t-dOY(hS, .displays of offentiw. ob)ec1; or rmagery, st.e,:eozyping_, lnt.ttntilatlng actS, veiled tlirecits.o/vtol~tiee, _ ·1Jir,at,nlng orpr.ovoking-'temarlis, l'fl'cia/ or-ot~er s/ur,s,,de,ogator., r~mqrks. a/,oufaperson 's. accent,. or displays o/racicilly offe.nstve· SJ1mbqls. A.cliv_ltt,s or. ,actions underta~nfor, a proper mlllfat';J! or gov.ern"'8~tal-pUrpo_se, 1ucH as cqm6aj sun,tvdl training, are.riot co,rsidemd hart#sme,nt..

BULLYJNG,.Afor,m ,,J-htµ-qs_smflni-lhat lncluii.~ acts pf aggre,i#im byServlce ,nembers. .. or DoD clyllian ef11P.l'oye,es, with.a ~us to. inl/itdry1etv1cet with tlfe lntent ofharflilng a Ser.vi~ memher ·eilher phys1cally or psychof qgfcall)I; 'lfit/iout d proper,milifary'or otflerga\l(/J:l)mel1t{i( purpose. Bullying may involve the singling citlt· df an indiviJtialfrom· his or her coworkers, or ·untt, fi!r ·r/i:fic,1,1le becatµe he ·or:she Is conslder.ed different or-l/te.ak. lt often /nyo/v.es anfmba/ahc.e of power. beJweeli.lhe aggressor 411ilthe victim. Bully(ilg t;411 tie cond~teil thrOJJgli (}je use o/;let;tfonfc device~ or comr,i1,111/cp,tibns,. </lid ·by otli.er means. including soc'ia/ media; as,weil a,r 111 per.so11, ·

Given. the: I><:iD d~finitions abt>v.e1 have -yo\!.;personally observed. any exan)ples tif harassment or bullying hy a member o.f yom chaiti of comm~d? If so, please provide specific details regarding your observation(s). ·

Have you-persqnally be.en suf?Ject to any ab1:19ive/demeaning behavior from or been thteate~ed by your chain of·conunand? 1f so, ,please provide s~cific details tegarging your obs.el'.Vation( s ),. . .

Have you.p-er.sonally ~set-v.ed a ~exi~ or racist remark by your cha.in of command? "({'so, please provide ~ecific details. regarding your observation(s).

Jwve you personally t:eceived· a letter· of·instruction, h.ad a qµaliflcatfon r.emovec{, or b.eeir told you may be fir¢d/detac'hed onboard FSH? Ifso, explain the·circumstance~ in detail.

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"Billet: ~@t>..:;-.>.;; ________ _

Repor:tDate; ~·,r,=-"'"~'~e'.:..-________ _

HARASSMENT. Behavior that.ls. unwelcome or offensiye to a reasonablepenon. whether'Oral, written, or physical, that creates an lrltimiilating, 1,osttle, or o.ffe111lve·enJ1.ironmerd. [f~rassmelit. cQfl cx;cur th,!ough (lleciron,Tc com,ttllhicqtipns, incJ((iffng scrcft!/ medfa, other /brms of comt11unication1 an{i ih.per.ron. iHarassrn.ent (/lay i'nc/uqe o.{fen,lve joke II, epithets, rlfiicule or 11,1ocke,;y, insults ot. put-downs, displays of offensive ooj'ect~ or imagery, stereotyping, intlmidat/ng •acts, veiled threats .of vtolenca, threatening er provoking.remarks, racid/ or other rltus, derogatory-remarks about a person 111 accent, qr displays of ra_r;ially -offensive-·,ymb,ols. Aclililti~ or ac1fons undertaktrifor a proper milltaryoF governmental purpose, sucli as combqJ,suryiv<1I l'ra(nl(lg; are-not cor,sldpred ~rassmen(.

BULLYING. ,4.form of har0,1sment that include.rac/.f of aggres,ton. by-Se,rvice member.s or DoD oiYllian -.mployea, with a nexus lq mt/itary.s•J11,cr, wffh ·the lnt,nt of ha/!mlt!g a S,M~• m•mber .e/lherp/lys[calfl or psychologically, wllho/Jt:apropu. military or other,zov.ernm,nfdl pwp~e. Bullying maJI (nv,ol\/e th/! slngllf18 put of an indlvldUl-'l.from ltt, or her'cowork8r,1, or·untt,for, rtrltcul, bee~, .he or-~Jur:fs consirlereiJ rllffer.Jitt or 1¥eilk., it qften.'lkvolvis an lmbal@i:e of power betweelJ the fJ88"f#O.Y and the victim. Bul/j!u,g-fQn 'be cohducte_dJh('oygh, th• u.s_, ofit/~(r-q,:,tc devices or.com/nunlcatlona, pnd 'by-.otMr mea111 incfudlng soc/qi .,ttePla, ·a~well at ln_pe_rsd,t.

Given the DoD definitions ·abov.e, have you personalty. ·obser:ved any examples of harassment or bullyi'ng ·.by a, member of your chain of comma:qd?' I( so, please p.rovjde spe~ific details regarding your observation(s).

Have YO\l personally been sub'ject to. any abusive/demeaning ·behavior from ot been threatened by your chain of coqimand.? If so,. ·please. provide specific-dets.ils· tegardin8 your obser:vation( s ).

:a!lve y.ou personally observed a se:Kist or ra¢j~ rem(!rk by your chain of command?-If $0, please. provide sp,ecffic details re_garding your obs~rvation(s).

Have you personally .received a letter of instr,uction,-had a qualification ~moved, .or been told you may :~e fired/de~ch.ed .on board FSH? If so, explain the circ.wnstances in detail.

.....

~ t:. Y~/~ M" :1'.»j,

1>,i, j-1)., ,cti,L.\.. .f'G~ II.

Rank&Name: BUle.t: -M7'~

Date Reported: _ .... l>:a.:~:.=c..:;.::u,=.:.,'il=---------

HA.RASS!efENl'..Behavtor that· is w1welcome or offensfve fo a reasonable pf!rson. whether oral, written, ol'j,hysical, that creoles cm irfJ/infriiltlng,. fios'tile, (Jr offensive.e11Vlr.00.Tflf!h!, H.atastment·cqn occur tlp:c,ugh,electronfc .communtcal(oM; mcludir,g social mer!Ja.. ol}Jerforms _of oonu,nul:(i~O{I,_ and_ihJ?etS0/1-llar.asmrerflmi:Zy inclurfe Ojferui.vejokis, epithets, rliJictile O!' mocktry, illSlllts or pti1-do)'lns1 displqys qf cffenstve .ob/eels lir f"!Ogety, ste,:,eotypl11g, fw'/mid'dting di:~, vei/~d tltreafs ofyjeflenp~ threateJJii,g orprovqking remarks, racfp{ ·or otfter-sjur.1,. derogatory·remar'/ct about a.~rsoli 's a_ccenJ, or qfsplays o[raqlq//y offeMive symf,ofs. A,ctivfj_t.._es or. qc(ip~.u11f/Brja]cen/q!';a prope_r l(l(litary .or govetnmehta,lpll{posei ,¥Uch as ·cqmblii-survival ,trafnlng1 · lli'e 1101 consfdef,eil. haras~me11t •

.BVLL'r!NO. Af.o_nn ofhprassrhefl1 that Includes acts cif qggresslon.by S.e.rvice,membtr:s or DoD. civllltitl employees; with an~ to. miiltary sen(ce, wiili th,: {hff(llt of harmi{lg_ aServfc~:;ntmh.er.eithP p.hyafca(/y.or psyclw/.oglcal!y, with.out aprqper mf/Jtar,y or tither g_overmnen(#l purpose . ..Bullying may ir1v.olvethe,sf11gll,J_g, uut of qn, indlvli;(uaLfrom hls or•/fer, ooworkm:.r,. or ufUl.for rldl'l:ule,beo9t1Se. he-or, .r'lµ,· ls considered d{fferen/ 'Dr w~ak. It oft.e'rf-invo/ve8).an,f111oa.la1JCe .of p<iwer between Ifie aggressor-and tlte viclfln. EullJfllig cah ·lie cpnducted through tl1e use, of e1ecironlc dey.lces·or commtmlca'ttons,~and'by other f!leet"3 fn,;ludlng socktl _m,ilia, ai wel/ii: lh.p11rsd11.

O.ivcn the, D.oD definitions above, pave you. personally observed any examples 6f lJQraSsm_eo.t or bullying by'&. membet 0,f yotir•ohain of command'?· If so, p1ease provide specific .details regarding your .observation('s).

Have·you per.sop.aJly be~il sgbjec;t tQ an.y ab.usive/demeaning· behav.iot fr,om--'or been thre)ltened by'your ct,.afu. of commanp'1 If so, pleas.e,p,rovi4e 5¢:cifi.c.details regarding your obietvatipn(s). ·

1: ~

Ha:v~ )'Q\i perso~lly observ.ed a sexist or.raclst remark.:by your eha~ ofco.romand? If so p1e&Se provide specific <kitaiJs regardingyour·observation(s)1 · - 1

Have.you perso,n~ILy ~eiv~ -a letf;et, of~struction, had a-qualifi~tjon removed, or been told yoµ m~ybe fired/detached onboar.dFSH'! lfso, explaintfle.~irq~q111ces.in demit •!.:. •

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Rank~'Name Billet: J)c A

Repoit Date: 1JQ ~( '2 o 'Lo

HARASSMENT. Behav(or that is unwelcome or offensive Jo a reasonable person. "!"helher oral, wri(teil, or plrysicq/, thal"creaJu an fnt.imli/q/ing,.h~le, or o]fons~ environm,nt~Harass,nent can occur-through electronic qommunications, including social media, other forins o/con1111unicaJio,n, and in.Person. 'Hprassment may.1nclt.tt!e offerislvejokes, eplthels, rldioufe or mockery; (nslµts r:Jr put-do11t11s, displays of-ojfennve objects"' imagery, stereotyping, inlim/daling acts, veiled threaJs.qfvlo1eizce, threq~ening,or pruvoking remarh,, racial or other s1urs, derogatory remarks abr;ut a person 's a<;cent, 9'r d/splayt oJ-,,qcial{y ojfensive 31rnq.olp. Ac!ivlti~s or aclions. un_dilrtak4nfor. a proper military or governmentp/ purpose, ,i,ch as combat survival training, are nqt considered harassment.

BUUY.JNG. A form of harassment tMNncludfS agls· of aggrt.r'Slpn. by Ser.vice members or Doi> civilian employees, wilh a nmtS io n,iUtat)I suvlcs, with the inlenJ ofhat'ming a ServlJJe member eliher physically or p3YCholog/cally, without a'ptoper military or other gpvemmental pµrpose. Bullying may.lhvolve the ·singling·oufof an indiv(dual front hU·or l,er coworku.r, or unlt,for rfdicul1 •bectzUJe he or. s,h~ is considered different or w.eak. It ofte11 inVolves an Imbalance< of .puWef' between 'firs aggressor and'the victim. Bull)ifng Po.fl be c(Jflducted thFuw:h.the we bj'electronic devices or com,munlcatlo~. ar;d by oth~r mean.s Including social media, as well·as, fn penon.

f.iave you personalty been subject to an_y abusive!detneaning behavior from or been. thtr.:.atened by your chain pf coinmahd'? If so, please J1rovide spE!Cific details ~garding your obs~ation( s).

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Have :you pe~onally observed a se;x:is( or. racist remark by your chain of command? If so, please ptovjde specific details regarding.101.Ji' bbservation(s). ~r:::&. ~ c..o ~L"D VV\.e. h..:i~c ~Mf'.l°'-.Le'R c.~< ~ n, ,~ _

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Rank&Name:

HARASSMENT. Behavjqr /hot ts-unwelcome or-offensive to a reasonable person, whether oral, written, or physical, th/11 aeiltes an i11li111fllat.li1g, ltosliie, or o/feniive ·envlronme11t, Har.as:ment can occur through electronic commU(licatlon.s, .including social media, other forms of communication, am{ In person. Harassment mllJI inclui:lll offetulvejokss, epltfzets, ridicule or fl'/OC{!.ery, iniults or-plil-downs, di4plays ofoffenstve .obJecJs .or flh/Zgety, stereotyping, i(ltimfdati1.1g acts, wiled threats .of v(olence, threatening or p,ovoliing.runarla, r.aclal or otM!r sll'rs, derogatory re(Tlar4, about a~rzon. 's.pcce114 or dt&p(ays of racially offeMJve sym!,_ols . .Aeliyf~s or-actt.01JS !Ul!lert4ke.nfor aproper fllll,fary orgovqrnmentaJ purpose, such as combat survival trltlnfng, are not cpnsidered hatassmerit.

B.l:JLLYING. A form of harassm,nt that includes tfcls pf-aggression by Ser.vice memben or DoD civilian employees, with a nexus to military sen{ce, with the-intent-o.fhormlng a '&rvic.• nu,nber,eiiher phyflcaJly orp,rychologfcallr, }lllihol(t a.prop,r military or pther go)(erri111ental pUJPOS.e. Bu/Jytng may.('1110/ve the.:singlif.l{ out of an rn,efivldqa/from his-Dr her coworkers, Qr .1!11.if, fflr ridicule b~e ha-o)' she is considered differenf or weak. II oflen. involves an imb.alance of power between the aggres1or a_nd l~e vJcllm. Buifjlng·can be co,Jduoteii through the IJSe of electronic davice1· or comm1mications, and by other means 1ncluc/,lng-socifll med/Q, aswell at lnp/1l'SOTL

Given the DoD definitions above, have ypu personally observed any examples ofhara!!sment or bullying by a member of:your chain.of command? 1fso1phiase.provide wecific detai):i regarding your observation(s). y Y-•1} l l • +,

e .7 f +-' e t{ Pe1r-el. /-(:. I~ I "'E: 5 ~r e.,q }-e. f t'e-c e. r

Have. yqu person&}ly been subJeet to any abusive/demeaning behl\vior from or been threatened by your chiµn of command? .If sp. ple.ase provide specific details regarcfiQg your obser.vation(s).

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~+""'o tv1-c,·J~f-f Have yo11 personally obseived a se>dst or racist remark by your chain of com,mand? If so,, pll:lase provide, specific details regarding your obsetvation(s ).

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Have you per;;onally received .a Jetter .of in.$tr'Udtion, had a qualification removed, or been told you may be fired/de~hed onb,oard f SHJ If so, ~xplain the cfrcUJDstanc~ in detail.

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Ran:k&Name: i

B'illet: C.C..·p\\JO./<?,UN~O • •

RepbrtDate: f4YC:X:?"I 201 \C\ I

HA.MSSMENT. Behavior that 'Is unwelcome or-o}Jenstve fo a reasonable.pirson; 19hethel' oral, wrWen, orphy,.slcal, that creates an infi,n_idaling._.hostile, or offe,ulve.envitonment. l{arassment can occur through electronic communications, indudir,g social mediii; otffer fo17'(1S of communico#on, and In.person. Har.a.ssm-ent md)I ihclud, offensive Jokes,. epithets, ridicule or n,oc{!ery, insu//s orput-do.Wns, displays. of offensive objects or {nragery; stereol)'plng, tntlmida/lng 4cts, veileit thr.eats of v\o/ence, t~'iening or prbvolahg remark.r, r-aclal·or other 11i~. derogatory remarks. about_q.penon•s. accent, or displays of racially offe~ive IJ'f!lb.ol,: Ac,tivllies or actions underlqken for aproper:militazy or governmental purpo.se-, such as comb.at mrvivai trotni;ii{i are not-considered har(!Ssment.

BUj,YJNG. A.form of harassment t}laJ includes acJs of dggress/011 by Service members or DoD ctv/1/an employees; wiJh a nexus to miiitpry :ervlce,. with the intent of harming a 'Ser.vie, member either physically -or_psychological/y,. without a proper military. or oth.e1governmenta! purpgse • .Bully,ing may /nyd/ve the. singling ollt of au inrlfvidu(llft,om his· or her c,oworkercS, or unit. for rfdic#~ becmae he or she ~ qonsidered dfffert:nt or w.e,alc. lt 9ften.lnvolves an. imbalance of,power betw~en the aggr.es«or and flip. -v1ctidJ, Brillyi(rg e,an-be c.onducted through the ll/lt of electronic devices ·or cor:nmllniCQJions, and by other means includt11g sopja/ medi~ as well as in.person.

Gi~n the DoD definitions •above, have you personally observed any examples of harassment or bullying by al member of your chain-of-command? Ifso, please provide specific details regarding your obs~rvation(s ).

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i'('ic\ucMV".¼_ &o~e. ck~~-\- "'~ocl5 1 ~e. 'nu~ ~\i\~-e_ct ou't- c.. Hay~you personally~ subject to any ·abusive/demeaning behavior ftom or been threatened by your Qbain of command?. If so, ple.ase provide specif.ic details regarding your-observation(s).

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No.

Have you personally receivecJ .:a l~tter of instruction, had a qualification removed, or been told you may be ·fired/detach¢d oqb9atd FSH? lf so, e1<plain the pircumstances in detail.

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Rank & Name: .BiUet .! W/J'/li1tJ/;to1Jin Date Reported: .

lfAR4SSME.N'l'. P.ehavJor Jhat (s unwelcome or-o.(emive to a·reasor,able pers9n, whether or11i ·wri.(ren; or-:pfp,stcaf. that credJes a1r,inJ1midtit~; ho.vtile, ·or offensive eflll(roniner,t~ }faras.s,nent car.z opcur throughelectro'nfc.·c.ommunicatfoJ#, l'!'flw:fing soc.la/ media, olher /or.ms of con;ununicalioni anti in.person. ilar.assment mpy lnr:lu.de offensfi!e_Jokes. epithets; r.i.diCJJle 'Or mockery, insiiltt of put-<fowns,, disp/'ays. of offen~ive. obje'c;ts or inJr;,g~ry, stereotyping, int/r,)Jdating a/t.s; ve1led threats-qfvtolence, threatening 01' provoklng remar.,ks, .'racial or oihersllirs, ddrog{i{or:,,r,~marlis pboi,j aperson Is accent, or displays ofracia/Jyoj[enswe sym.bols. Act(vilies or actrons undertake1Jfor a proper rn(/ftaq or gov!lmmentqJ purpos.e, such as conibai.SJJr.viwil tra,ifli.ng, wenotconsic/er,edhari:Issmenl; · ,. .

.BULLYI/i{G. Afor:m of hardssmeti{-thaNncfude, (1Cls ofaggress.!on by Service .,,,embers or,DoDc.tvil/an·employees, with a,n~ ttnTJil(tary se,rvke, wlth, tbe. Intent of harni'tl:iga Serv1ce member eUhf!f'.J?hyiicallJ!.or pS)lchological{y, wilhojtt a-proper milflar.y or othef gqverrm{erllalputpoae, 1Jully.litg may InvoNe lhf! sing/i;,g out 'o/iin ihdivli:lua(:from 'his or./,pr c.ow'Orksi's, or t.lnif.for · r,l<#cule beca~fl. he: or. s1t,.1s ao.ns/4~f.tld e((ffer~nt-or ~eq{f. It often f,rvl:)/vu an tmb(i/dn.ce o/j:>ower.'/Jetween 'the ·aggresaor al/d·Jhe -yicf!tn. iJU,/Jying cµn be:conducl~d,lh,rtµigh. the 1#1( of electron/,; devic;es ol' commuilfc-at/ons, and by other means fncluding.soclal media, as well cu °In-person.

Ojven the. DoD def"mitions abov~; haye. yoµ personally observed any e~ples ofb~assment or bullying ·l?y-a Jne}li\l?er·of yqut chain of~ommanq.?' If sc;>, pl~e provide specific dQfail~ .regarding WW: observ~tibn(s). "· ·

Have you personally been subject to any abusive/dem,eaning behavior.-from. or been threatened by your .chain of .comn.iimd!? ff so,. please provide specific details .reg~diitg yout· <>l?serv.ation(s),

Have you per.sonally observed, a sex.i$1 or t~fst r:emark by yoµr ch~ili of command?· Jr soj please provide specifib d¢tails regarding y,our ob'ssrvaticm(s),

Hav,e_you personally received a letter of iIJstrµc'tron, hM. ·a qualification removed, or been tole! you-may b:e fired/detached' onbpard FSlI? Jf so, explain the oircwnstances in.detail.

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'Rank &.Name: .Billet; ..,,_P:..;;...:S:.·...:...DM=•~t,..-___ _

Date R-ePQrted: ("7 t)qC-<}a , ' . t

!iARISSMENT. TJ,e'htiyfor /!,at is unwelcome or. ojfen.sfve ,to a reasonable persqn, whether oral; written; or p.hyslcq/. that cr.eates .an fnfimklating;'11oslile, or offensive environment. ilatassmeh"t-"c<in occur-through electronlc communjcqlicns, •fru;ludmg~oc41.l media, other iorms of aotnmuntcatton, ahd in person. llarassment'may include offensive Jokes, l!pUhe/$, ridicule or mockery,. insufls q/i.put-downs, dup/qys,.of offensive ·ot,Jecls or (magery, sleteotypi'{g, lnt,(midctt'fr,gac;fs, veiled threats·o/violence, threqtenlng orprovokilJg·r,emqrk,r, racldl or-q_thtr sfu~, der.og_atoryr.emarks dbauta persoii, 's:acce_nl, ·or.dil{plajl_s·of racially Q/fallif.ve Sjfmbtils. Aqtivities .or qctfo~ undertakenfo.r-11 proper. mililary XJr g<ille,:Tl(Tll!n/q/pjltpose, suc}i_ as combat surv.ivti/•tfa{Jtfng, are.nptccnsi,:lered lulr~ment.

!311.Lf¥1NG. Afor1J1•of har.asmtent that lrrc1iides·acts of aggression by Serv'ice members or l)oD ci,!iiia'n emjilqyees, Wit/J a_ nexus ·to militai:y service. w(th the. intetrt ojhtlfming a.Service memhtr'eitlietphyslcally or psjicliologii:ally, without a,p.roper.military or olhffl' govetnme!lfalputpose. Bullying mayi'nvolve the, slngllhg out of an inj[Jvfdualfrom his or her coworkers, or unjt,for ridicule qeC011Se he or ~h..e Is. c,o.1J#ldere4,4Jff etent or w.e~ it often lnvo1yes·an.lmbala.nPt of power b.etween 1/te aggressor dnd the .viot{,n. Bullying can: be conducted, throug'f, the-use: ofeleclron,fc deviqes 'Or. communlcatl9ns, ,md by o.ther-me4m inc/.,ldlng social media, iis W.ell qs Jn pirs'cili.

I Given the D.oD definitions above, have r.o.u personally ppserved any examples of har"8s·ment. or bulfy.ing by a: m~mbet of Y<>!ll' chai.n of command? If:so,, please. provide spe~ifi~ d~ta'ils. tegarding your . obs~rvation(s). T~- PJf/l.l' dlP _TlfS C,.fff'~47'l:Q,v i,,,tt}f),JS :!!T".At:Pr.llli/1 "A.1J.1~/t. a..,,.·~,y,

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ReportDate: ,, OtC iow HAR,1SSMEMT.-Behaviot thqt is timl!elc.ome or,offe111iive to crreasonab/.eper.ron,. w~ther oraf. wriuen, or p.hy.rlca{, thaJ creates aMirttnffdaling, /IQStt/e,. or·offe~Jve errviromnent. Harassm1mt epn pccur through elect,:onlc con,munfcatJo.ru, /f1DliJdfng1JoQla/ me.di«, oiher'for~ o/communtcafion,, tµtd tn psrsofl, Harassment may include oifenstv.ejo~; epithets, ridicule or mockery,· lns,ul(:S or put-dow~, displl!Jls pf offensive obj,;cfs, pr imagBr)I, sfe~otyping, intimidatl,tg,ai:ts! veiled thr.eals of violence, threatenfhg.o'/' provoking remarks. racidl o-,. other siurs, ·derogatpr-y remarks a.boiit•aj)ersorf's accen!, or <#splays. of racially offensive s,m6ols. Activities or actiens-,mperta[!enfol'·aproper, military or guvemmentatp.uipose, such.as comb(ll survival, trainlng1 .cire ni:Jl consi/iered harassment.

BULf:.Y.iNG, A farm of harassment tlzatrncludes acts of aggression by Service members or D.oD· cf!,i/ltm employees, with a·nex14s to niililary seriic.e,. with theJnlent of harniinga Se,viae·member etther,physlcalfy or. psychol<>gi¢al{y,, without.aprdper mi/iUlr)i or othergover.nmenldl: purpose. Bul(Jilng niay (nvo(ve·th¢·~ngling 01,1( of an individual fram h'is 01: h_er cow,orkers, or iin7t,.for ridicule because he or she is considered-d!ffere(JJ or-weak it pflen itiYolv.es-an itnha/ance of p_awer betlf.een the aggressor and,(he victim.. Bullying can be condllCled (ht:ough Jhe ~ of el~clfot!Fc d?Vices or comniun7catlons, anif, by other meqns. £ncl1Jding-s~ial med{q, as w.el! as in person.

Given the DoD definitions above, haveyou personally observeq. any exaµipies 9fharassiqe:11t or buUying by aJn¢mber .of your cb,;airt of commancJ? Ifs◊, please ptevid~ $pe~mc. cfeiaiis ·regarding your ,

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Hav~ you· personaily been subject to any abusive/de,neaning pehavior ftom or b¢en tiireat~ne.d by your chain of.command? If so, please provide s~cific dets,ils·tegarding your obsetvation( &). ·

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H~ve,'You p_ersonally observed a $~st oi; racist re111ark.by your chain Qf colllOland? If .so, pleas~ provide specific details r~garding your-obsenration( s ).

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Rank & NAme: Billet __ 5_;f'R. __ I_Kt._ .... ___ _

HAJUSSMENT. Behavlo, lhat Is· unw.elcomt. or o/ferisNe to !l reasonable penon, whether oral, wt.l!.Jen, or phys/car. that creqJes OJI lrtlimiiiqJing, hostile, Of' oj[en.sive-.e,:tylronment. f/arassr,11mt can occur through electronfo communications, incluqing,social msd1'a., other:fer~ of com.11µ4n1caliop,. anci fnpemm. :(f4r~.ment m(,1)1 include o.ffens1'.ve/okt,s, eplthei,-, .rldfcil/e or-moc"6ry, {flsuJts or put-downs, !i!Plctys of offen#ve o~Jects or Imagery, ,sw-eotyplng, (nttmfdating ac(I, vetleri fhnats of violence, threatening orprovoking,remarla, racial Of' other ilw:3, derogatory nmarh about a per-aon,s accent, or dlsplti)ls of racially offensi'Je symbols . .A.ctMtie.r or actions undertaken for: a proper milftary or gavemme11talpurpose, .suck as combat survival tr.olrllng; ·are rio'I: considered hara.rs men/.

BULLYING. Afonn o.fharassmentt/lat incluile,r Q{;IS ()f aggr~fon l,y $erv_lce membef'S'ot DoD' civjlian employees, with q ne:&US lo ml/ftar.y ~erv.{ce, with the Intent ofharm.fng a Service·memoer etther-peysical{y or pzychologically, withoui.aproper military or otlier governmenfp/purpose. Bullying may involve the singling out of arl lndl\lfduai from his or htr-coworkers, .or.uni(, for ridicule because he or ,rhe ls aonsiduea differ.erlt r;i/i weak. It ofi.en. lnvolves•ail imbplance of power lietwe'en '/he ftggress.or and.the vlclim, Bullying can.be c.onducted through the use ofeleclron(c. devfcu or-com11111nicafionr. and by other IIIMIIII. inc1udtng social medlq, -as--11 as in per.son.

G'iven the-DoD definitions jlbove, bave you personally-observed any e,ramples of harassment or bullying .by a member ofy,ciur chain of command? If s01 please-provide specific.details regarding your

obs~rvatio~(s). ' ~- Av ~~Le_ .~ ~ ~) ~ q£ ~ ~ . oA(l<-CL-r: , ~ h,A/J-, ~ ~ ~flt~~.(/ M-d d.P:in-l-//1-" ~). ~b~ t)"t.,tJrn 'f'vL.t V

4- Have you personally been subject to any abusive/demeaning Qehavior from or been•tht~atened by your chain of command? If .so, please Ifrovide 'specific details reiar.ding your observation(s)'. , ~ .,e, ~ -luu_e,. _do-r, ~,-. o(_~ . L q&,ol /1-AJ t o~ .en.erv~ t:AJ--~ J3ol-U:Y;j t,,,,b,IJ- oloY-:.ycf A-0 n.--,

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:3 Have you perso.nally ob,se~e(l a sexist or racist remark by your chain of command? If so, please provide specifi,Q details regarding your obs.ervaiion(s),

,ro.J'IM~

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-/;tJ dot/iEL;t/1&:J flit lt)we}- tJVZ uo cce.o . 4 Hav~ you personally received 11 IeMr ~fins~ctlon,. had a qualification reniQved, or.·been told ,you may be

ftred/demched onboard FSH? lf-so, explain the circumstances m detail. ·

tt-ea, mcuvi:h -fA'IVu( J . ])ui,vn a, L-~J; C-vun~j ~re)_ 6~/.J/mtAD~ dc-tr~ -

Bijtet: M 'f 0

RepQrt Date: • I 5 YJ /;CZ b

HARASSMENT. B,hatiort,hat is unw11/co,;tc or.offensive.to a reCll1ontzb/e person, whether Qral, written, .or physical that creates ,an 1nttmidQJing, hostile. or off en.srve environml!n(, ]taras~ment ctm occur through l!(ectrpnio communlcalio~. including soc/al rmdla, olher forms of cq(Tlmunicallon, and·tn pe~Ofl. Harassment may Include offensive Jokes, .epithets, n'dlc,µe ormo.okery, tns~ults·or put-dawns, dfsj,lays of offensive objects or Imagery, stereotyping, 1ntlmidaling,acts, veiledthreais of violence, rhteateningor..provokir/gre11JQr-HS,taclal or other:Slurs1 derogatory rcmark.r about a person's accent,• or displays of tao/ally offensive symbols. ActiVft/es or actfons undertaken for a proper military or governmental'purpose, such as co1nl:iat-survival lrQ.inipg. a('tl not· conslikred hdra.ssmenL

BULiY.TNG. tl,for,n-ofharassment that. ih.clud(JS acts of aggr,ss(On by',Servlce members or DoD civilian. employees, with a nexits to military servi.ctt, wllh the Intent of hannfng a Service member either. ph)tt.ically or psycho.fogically, wit ho!#" a proper military or other go\/er.hmental·purj,oie. Bullying may involve the:singllng out of an indillldualfro,ri his or her coworkers, or unit.for · r(diauJ.e b,ecpµse he .or .she. ts considered d{fferent or weak. It often ,nvolves dn imbalance of pi1.W~r be,ween .Jhe aggressor and the victim. .Bqllylng can be cond11eted lhrough fM use -0/electronic devief?S or-corn,nunicall(Jns, r.zn,tby othel' medtts fn·cJudfng social mtdia, as well as In person.

I~ Given the-DoD .definitions above, have y.ou personally obs~ed any ~ples of harassment or bullying b;y a member of yoJW chain of command? If sos please ptovide-specific details regarding your

o~erva:~1(s). C1--t61Vb,. 1-J.M· /'lot A )lc,.t.;e. j. 4 rr.~"/<.. J ,rcr.,t/)' ~ r) [ L of .de.,,lo\tne." t, "I Ctl\A11.of rc~hbcr

f £) <f""\C ()- r.J1 I . 1

"'f' bv.t be·;""I "" ·He br/J)e &.111:> brt1+~ /, 5~cc., 1V · · ./

2..f Have·you personally been subjectto any abusiv.e/demeaning behavior from or been thr~tened by your chain of c.otllllWld? Ifso, please pro:vide specific details regarding your observati.on(s).

No.

1.. Hiive you personally obser-v,eg a se,µst or racist.remark by your chain ·of' c.ommand? If so, please provide specific detail$ regarding·your observation(s).

/Vo.

'i, H11,ve you persoQ'!Uly i;eeeived a le~r of instruction, had a qualification· rem9v.ed, or been told you may be .fued/detaphtd enboard FSH? If so, explain tfie circumstances in detail.

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......_,,,

Rank & Name: -- Billet: <;,E /Juariw a~E:l<-€/l

Report Date: 28 ()crP iiff(l Z.¢ 11

HARASSMENT. Behavfor-ihat l,s umvelcon,e o; qffen#ve to a re<J§.onable person, lphether o;af, .l}lriuen; pr-_physlcab that·creates an -(n/lmi<!affr,g, 1tosttf e,' or ojfensfv.e environment Hr,rr,~m.,ent ~011 occur tli'rollg/:1 electr.onic"cQ,mn1micd1ions, including social mediq, o.ther forms, of comn;uf!icatlon, an41n person • .,1farassment may i11clµde offensive }t;>ke;s, epithe/s, r{diftlk 'or: mockery, illSu/~ or P,Ut.:efowns. displays of o}fens'iv,e objects or imagery, stereotyping, intimidating acts, ~i/eil threats .of violence_. threatening or. provoking temarlfs, fagiql or· ofh({l'slurs, der_ogqtqry·re(Tltu.'ks about-a per.s.ori ~:accent, or displays of rdcially p,ffemi\l.e ,f)lm/tols, Actlviiil?.f or acfions Urifi.ertPkenfot-a prow-military or governmental purpfJse; S!li;h a.t'c(}m6qr sill:'{iva/ inifning/dre not consi,/erei! har.apsmanJ. · · ,,, ·

•y,

BUL~YJNG. A form. of l,arassment-thai includes pqrs of aggression by Sen ice members or DoD-ewiJJim, employ.ees, with a ne:ms .to mi{ltary. strvlc~ with thi intent of harming a Service membereilher pfo,s,/cally or psy,chrilogtcali;{ without. a proper military or

. othe.r..~ovar,n~ntal-purpo,s~ • .Qullylng may-tnvofve-thB 1/ng(ing out of an litdfvidu~I from .hls"'o.r-·her r:,owori(#rs, ,qr. unit, /or rldic11le-6eci.1..use,he or she·ls consf (iered d(ffere,nt or wetik. lt oft~n in:voJves an fm'b.d/ance of power. betw,een the-aggressor arid.the. v(~flm.. Bullylhg c<111 be·coild11cterf through·tlie 1'Se of e(ectrar,1c devices· or communlc.a.tfon,. j:lnd by oth11r-means lncll/Jling social mfi!IP., as well czs ir, person.

t•

Giv~n the Dem definitions above, have you personally (:)bServ~d arty enmples of~~smertt Qt b.uliying by a·member ofy9ur.cbain ofconnn.8)),d? Jf.so,ple~se provide s-pecjffo (:let~ils regardrogyour· .obs~rvlifiop.(s). -

2-Have you personally been subject to any ab.usive/demeaning J?ehavior from .or been thr~tened.by your ·chain· of command? lf:so, .1>lease proyide specific deµ\ils:regardingyoitr 0b\ervation(s).

~ .· Have you ·personally observe<! a.sexf$t ouadist.remarl<: by your chlPn of eogm13.Dd? If so~ Rl~e provide · ·specific detail$ regarding your obsetvatioli(s), ' '

~ H~,ve you personally received a let.ter of instrQction, h~ a qualification removed, or 'been told. you ma,y be ftt~df qetae~ed oliboard FSH? If so, expl~n the cir~umSiances in detail. ·

,\. !

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Rank /it. "Name: Btllet: _..._/-'-W~C> _____ _

EARASSMENT. JJehavlor. 1hat Is unwelcome or offemive 10 a reasonablepe~on. whether oral: writfe,z. or ph)!slcal, that creates an intimtdaH11-g. Jtos1i1;,, ~r o/J'ensive envir'omnent-Hara,.rmenl can occur thr.ough .electronic communicqttrms, Including social mtdta. otherfonffs. <If comm_1mlcati_on, and.in.per.son. Harassment may inclu4e, offensive.jokes, ·epithe/tr, ridic{Ale or -mockery, insults or p11t-qow~ displays-of dffenst:v.11 objects: or tmagery, stere.otypfng,. intfmldating· ads, veiled ihrea/1, o/vfolenca, threatening or provoking re,r,prk.r, racial .or o,ther-slur.s, der.ogatory remarkS about a person's accent, or displays of racially off enstle symbols. Activities or ac/10111 undsrtaken for a proper ·military or gqvernmental pw:(108e, such as combat survival training. are not considered harasrment.

BULLYING. Afo;,n of haras.rni.nJ tluµ irlcludu 'a'c/4 of aggri!sslon by &rvice members-or DoD c/"(ll(ar, emp,loyees; wfth a nexus •to mllil{11JI fll'Vlc.e, with the intent. of harming a Servl~ member either physically ar psycko1ogically, wilhou( a proper milifqry. or other g~rnmenlal_p.urpose. Bu/lying may fnvolv~t/ur:si,rg_lfng out of an !ndiv(dua(from Jtis or h'el' coworkers, or .unfl,/or .ridicule because he or s/1,: is consld,red dl/fertJJJ. or weqk. It oft.en tn.volve11 an imb.ala,,ce of power beiwel?l.l'lhil a'ggtessor and the vtctlm: Bully{itgcan 6e coruluctedthfough the'!lSe ofelecJr.onfc devices-or-communlcations, and by other means including social m,:dia, aiwe1l as inperson.

Given the DoD definitions.ab.ove; have'you-p.ersonally observed-any examples ofbantS!iment or bullying by amer;nber of your chain of command?. If sor please provl4t sp~ifJc details regarding your ob~rvation(!I). 'y.$'5, l)u~r/J6 ,1 ().l,1/tr,11(1: A'!:v'l6W IP l/llrf;741 -chc ("O

&t>l/6f/T I.Ir' #% .~i. Ir ti- If Jo's ,t'otso/1/5) [NPEtff"OI( lul-/t!E 61n;U(f -A-'(~~f;fr) fiE/1A. 1/rt1,iN0j Pt/A'J;VI, TIie tEJlloW,

Have you persenally-been subject to any abusive/demeaning behavior from or been threatened by your chain of colllfiland? If .so, please-provide specific details regarding your observation(s).

flK) .

Have,you personally observed a sex.jst or racist remark by your cnain ·of conunan(il? I(s6, please provide sp~ific detiiils regard.ing your observ.ation(s~. · ·

;110

Have you personally received a letter of inst{uctiotl, ,had a, qualification removed, or been told you may be fired/detaohed.onboard FSH? Ifso, el'.tplain the cireunistances in detail. Y 6S. 11µ• /.o;r, /IID'f" {'()11,Ntt:11/1/t'j l"/~/11,U/ 5~-?T(/IE r,•fs,J{.5 ON TIME, wl/tt'II AJA!> ,1/J 15.s-v,,.

~&Nam~ Bjllet: :J_. 6.r' J_ r ,I,. ; •

Report Date: .M II · ./

HARAiSiSMENT. Behavior that is W1welconre .or-offemive lo a.re,qsonable J}f!rson, w~eiher,oral, ·wrilten, .ar physical, that ere.ates '!II fnifmfdallng, 7,usl/le, or o/fefl$fve,Bnvir.onmen/, H.~ment ca;,:odcur (/Jrd1'gh·~/ee,tronlc cornmur.rk.ations, in~l11ding sf}(;fa.1 rnedlq, othe.r f~ qf co,nm~mtcaJfon, a(ld.ln p,rson. Harassment may·lnc./tme 'offens/.vejoMl, epiihets, rldfaule or mockery, Insults ()J! put~duwns,, displays of offe.nsfve :objects .or imagery; -stereotyping, inllmfdating acfe, veiled.threats-of,lo/thce1

!li'r!eatening or prqyokf.ng·remark.$,, racial or other sluts, derdgator'j, remarkr about a penon's accent, oh#spf.ays pf racially ~flensive symbols . .Acthlifles or actlotJS undertaken fer a P.l'.oper mflil(IT)I or. gov.ernrrti!ntai purposei such as t:ombat s,u:vival training; are. n!J,I considered /,qrassment.

BU~LYING. Aform·ofhqrassmen,i that'includes acts of qggr.e.rsl'on liy Service members, or 1;,.ol) cMlla!Z e.mpioyees, w.(th a nexus to military service, wlih l/le intenJ. of harming a Service member e.ltlu!r p/tysidal{y. ot'psychrilogically, w(tliout,'qproper-milltar.y or .other gpv(!rnmentalpurpose. Bullying ma.Y. in.valve the sing/ing0out;of an indtv.(iJudl from ~!or..her.-coworkers. <Jrunil, for ridici,le lieca~11 be or sh{t is cons(dered i/tffetenJ onife.ak. li ofter, )nvolyes ,an. unbalance of.puwer between· the. aggressor: and the vi'<;llm.. Bu/J)ling can. be condudted·through the. use of electronic devices or cornmunica/iQns, qnd by olhermeq~ Jncill4Jn1s ~os;tal· media, ~ well as in persr,n. · '

Giv-m ~e-:P9D. de:µnitions above, ~ave you personally o6set.ved l!Il)"examples :o'fbar~ment or Qulfying by a member of your chain of i::otmQand? If so~ please provide specifip ·detflil_s· ,regarding your observatfon(s). :,

.,_ l:fave you :persqn11Ily been ,subject to any abusive/cfetneaning. behavfor from·er ~h threatened by your chain o.f command? If.so, please provide sp~ific dew;ils ~garding Y,Our observa.tion(s).

Have you. persoilalb'· observ~· a s~xist or racist remark by your· chain of coipmancJ? If SQ, please provide specific-~etail~ regarding your ob~ervation(s). '··

Have y_ou personally r~iv.ed:~ letter ofinsti:1.lch9~, had .a qualificafion:reinoved,_ or been told you -m,ay pe fn:ed/d~ched onboard FSH?-If so, explain the circumsU!Jtces i~ <Jetail.

.falt~1, Pbt'U f,

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· DEPARTMENT OF THE NAvY uss·~sr sFtSUMN cooo.sa)

UNIT 1~27 BOX f FPC> AE-~569

1611 Ser DDG 98/247 28 Jul 2,0

SECOND ENDORSEMENT on USS FORREST SHERMANltr 1611 s~ppo 98/20i · of-lO June 20 f;.

'From: Co~anmrtg Officer,·USS-FORREST'SHERMAN (DDG ~8) To: Comm~der, Naval Personne1 Command (PERS-83,) ·; · · Via: (1) CQmmander, Destroyet Squadron TWO EIGHT

(2) Commander, Carrier Strike Group EIGHT

S~bj: S'I'.ANDARD PERFORMANCE IN CA~.E OF .4,

+ 'f.1

Encl; (1 ): peploym~t Preservation Plan (2) D~ffll_ation .as. Top Srupe ICO EMCS Albin Hibic dtd 14· Sep 19 (3) ''Go~y of CHENG ioufine" Emaildtd 22 Mar 2020 · t· '

Subj: STANDARD PERFORMANCE IN CASE·OF

''-._,/

Subj: TANJ)MU) .!~9RM;ANCE1N"C~~ QF . ~ .

3

\.__../

Enclosure (1)

0-

DEPARTMENT OF THE NAVY . USS FORResr:sliER~ (DOG 98)

' . ONIT 100327BOX 1 . FPOAE09569

1200 D0098/ENO

'- '14 Sep 19

From: To:

and FORREST SHERMAN (DOG 98)

Subj: DESIGNATION AS TOP SNIPE

(a) COMNAVSURFLANTINST 3540.3A

Enclosure. (2)

Az:zaNllo, ,Frank £DR USN. DDG98

From: Sent: To: $ubject:

· Attachments:·

Azzarello, Franlc ·coR USN, ODG98

Emailing: CopyofCHENG Routine Copy of CHENG Rdutine.xlsx

1 En9losure (3)

From:

To: Commander, Navy Personnel Command (PERS-834)

Via: (l,) Commanding Officer, USS FORREST SHERMAN (DDG-98)

(2) Commander, Destroyer Squadron TWO EJG.HT

(3) Commimder, Carrier Strike Group EIGHT

20Jul 20

Subj: REVISED STATEMENT ON SUBSTANDARD PERFORMANCE and REQl'.IEST FOR DETACH!'{lENT FOR CAUSE *-'

8ef:

Encl:

,.,----,. . '

) _) ' )

Very resp~ctfully,

OEPARTME:N'r OF THE NAVY. .USS FORREST SH.E~ ,(D.DG 1!81

UNIT '100327 BOX I FP0AE09®9

Pron'I: Comm1111<Hng Oft~cer, USS FORRSST SHERMAN (DOG 98) To:. Commande: 'PPri:hnn, Jtllal)d ('l'ERS-.834). Via:

Subj:

.t1muumding. Off:ici::r, USS ,FORREST SHERMAN (QPG 98) 0:) C-0mmunder •. Destroyer Squadron TWO EIGHT (4.) t'ommunder. Carrier$trike·Group EtGHT

STANDARD PERF0.8.MANCE1N CASE OF

.161 I 'Ser-DD098f20 I l0Ju1120

T ANDAR.O PERFORMANCE-IN. C"A$0,E OF

'FOR .OFP_lCl-AL US.E.ONLY-PRIVACY.:SEN-$fffV.E Anymisuscr·ot unaufhodzedcfisclosun; mayresu1.t "in :\ld.th •eJv1l a11,f crimix,:al penalties . . ,-,, , .

Subj; ~ 't t Ill : S1ANOARD,PERF.ORM.ANCE fN CASE OF

FOR OF Fl Cf AL USE ONL Y-PRlV ACY SENSITIVE Arey mi:suse or Ull!lUtheri£ed disclo~L"e mny l'CSU!t ih bath-civil Ul).d crhuiilUl penalties

-----------·· ..

Subj: -STA~DARO PERFORMANCE IN CASE OF

4

FPR.-OP'Wie.{AL ,US;e,ONL Y ""-'.PRlVACV SENSfPP!E Atty 1,11isu~.e or unauthori~d'disclosure nui;y:·result ~ ~oth -e.1tll nag ~ti-grLni.Jl ·pe1,1alt11;s'

·stANDARD PERFORMANCE ·IN CA~E OF

5

FOR OFFICIAL USE ONL Y-;PRiYACY SENSmVE A.ny mi~use or um\uthorlzcd disclosure rn.ay te!.u.lt in l,loth c,ivil and ·crimi.na:l penalties

Sullj; -STANDARD'P.ERfOR;MANCE IN CASE.OF

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.FOR Of'Fl'C!Al. US·EO.NLY-PIUVACY. SENSITIVE Atw ml'su~e !;It' un.al1U,1oi:ized di~closl11-c .om.Y result fn both ctviJ and o~iminii-1 p.eau/ties

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Enclosure (2)

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EJ1clo,ure (3)

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Subjt U!TJ'E,R OF INSTRUCTION

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3

r,,... ,. I From: Bridges, Damon D CDR USN, DDG98

Monday, December 7, 2020 3:55 PM Zenner, Todd C CAPT USN CDS-28 (USA) LIMDU

r

Sent: To: Subject: Attachments: NUS 013A SRB.txt; SRB 032A (FINAL).txt

Sir,

The following officers were detached and placed on LIMDU for mental health related stress and suicidal related behavior. SITREPs attached,

Damon

CDR Damon Bridges Executive Officer USS FORREST SHERMAN DDG-98


1

Interview Summary of CDR Frank Azzarello

Summary of 12 Jan 21 Interview: I conducted an interview ofCDR Azzarello in the CDS 28 Conference Room. CDR Azzarello had present and his civilian attorney, participated via speaker phone. ttended as well and began by administering Article 31 b rights ( attached) prior to my questioning.

I beg.µi by asking CDR Azzarello about the alleged racial remark he made about CMC NelsonWilliams. CDR Azzarello recalled his birthday event on deployment, noting that he asked CMC not to do anything but that she called him to a meeting. He did not,recall making a remark or ever using the words "nappy ass wig." He did indicate that he talked routinely with CMC to include some banter and in fact bad recently complemented her hair.

I also asked CDR Azzarello about an alleged comment made to his DCA. I asked ifhe ever made comments to any of his female officers about the size of their. coveralls or bulwarks. He didn't recall making any comments except for giving the DCA a hard time ·about keeping her c:overalls bloused, He said she looked unkempt as she was a petite officer. Additionally, I asked CD R Azzarello if he ever made comments about any of his female officers' voices. He did not recall making any comments about voices.

Regarding an alleged assault on USS Vella Gulf, I asked CDR Azzarella ifhe remembered -,-.., -and he noted that he did remember him, specifically noting that he had mentored him on

occasion and that -didn't really want to be a SWO. I asked if he recalled any incidents with~ver maintenance preparations and then asked him about allegedly poking him in the collarbone area CDR Azzarello said he did not recall any one-on-one conversations with-or issues with maintenance preparations.

I then asked CDR Azzarello if he recalled an issue with beer inventory towards the end of ~nt :While ~ C2F. He di~'t specificall! recall the iss~e. I asked if he recalled --bnefing him on a deficiency and he did not. I asked if he recalled how the beer shortage was solved or who worked it for him and he did not. ~e interview concluded) provided amplification directly and via his attorney -hat he believed the Supply Officer and CMC worked the issue out.

I asked CDR Azzarello abou arrival and quick departure. CDR Azzarello noted tha~showed up to TPU without a proper sea duty screening,and then arrived in Aqaba, Jordan late at night. On that first night, CDR Azzarello indicated that told the IDC he thought "he was going to die" due to mobility issues. CDR Azzarello to to stay on the 0-2 level and then talked to .the TRUMAN Senior Medical Officer(SMO) and CDRE Couture about the issue. CDR Azzarello noted that -violated his order to stay on the 0-2 level, addressing him on the bridgewing when he found him there. CDR Azzarello indicated that he had a detailed MFR and emails outlining his actions, which he provided.

Enclosure (12)

I then asked CDR Azzarello what his general tripping points for handling issues with letters of instructions (LO Is) vice other counseling means. He noted that violations of standing orders and improper contact reporting were examples. 'Wben asked, he indicated that LO Is were generally drafted by a department head of the senior watch officer, routed through the XO to him. He typically gave them to the member with the XO present and sometimes included the department head. When asked ifhe would verbally indicated during LOI delivery that this could result in the officer being detached/fired, he noted that typically would not happen on the first LOI but that it depended on the situation. He noted that the LOis usually had that in writing. He said that he did sometimes require officers to utilize a mentor log as part of LOI corrective actions. When asked about assigning the CMC to provide mentorship to officers, he noted that he had used that on occasion to include for When asked why he did that for her, he said he was looking for a senior female mentor. I asked him why it needed to be a female and if there were gender-related issues and he said there was no real reason for it to be a female.

With respect to qualification management, CDR Azzarello recalled removing qualifications and then assignment members under instruction watches. He recalled an example for which the DCA's EOOW qualification was removed for improper operation of a valve and also mentioned removing qualifications for members following an issue with an HPU being secured prior to getting underway from anchorage. He also recalled an incident in which watch standers closed an oiler inside the range he had ordered. I asked what watch st~ders had to do get regain qualifications, asking if the qualification return was based purely on watch standing improvement and he noted that he took "all circumstances into account." He did not recall returning qualifications to after a successful Yorktown visit vice a watch standing upgrade. He also noted using LO Is on a few occasions to formally document positive improvement and the return of qualifications.

I noted that there seemed to be a very high number of LO Is issued during his tour, well beyond normal, and asked him what drove that. He indicated that he had a very short four-hour turnover with the previous CO, immediately got underway, faced multiple gaps within the wardroom, and that there were numerous division officers not qualified and unwilling to maneuver the ship without permission based on requirements from his predecessor. He also recalled a conversation prior to taking conunand with the CNO and a few other future commanders during which the CNO reiterated that the CO was uniquely responsible and accountable for results on a ship. CDR Azzarello indicated that be was the CO of USS Firebolt when his ship was first to respond on station after USS Porter's collision and that during his year as the OIC of BDOC, he was involved in USS Fitzgerald and USS McCain discussions. He was also involved in the USS Jason Dunham investigation for a small boat incident. He noted that his top snipe was gapped, his department heads were generally not strong with the EMO filling in for gapped PTO. In short, it was clear that he believed his situation was challenging and that he need to take action to keep the ship safe.

I then asked CDR Azzarello to review the DoD definitions for harassment and bullying and whether he believed any of his behaviors met those definitions. He did not believe so. I asked if '-"

2 Enclosure (12)

he had used th terms "idiot" or "retard" toward crew members. Based on his response, I asked o further advise CDR Azzarello of his rights with respect to being suspected of

making a false official statement in violation of Article 107 ( a MFR is attached to document that). After a short break to confer with his attorneys, CDR Azzarello said he desired to continue with the interview. He noted that he called his own sons "retards." He noted several instanced of giving officers a hard time in a j~anner - e.g., -was anchor man at USNA, couldn't do math, and got sea sick;~ade a report "Fosset Sherman" that sounded like it was in a German accent. CDR Azzarello admitted that he called -a "son of a bitch" and that he mentioned it to the XO. He could not remember if he apologized to~d he was not sure what set him off. W en asked for a list of his top three division officers, he include

both of whom alleged that he called them names. He could not rec t ose instances but through prompting/discussion with his counsel noted that if they occurred they would have been in a joking manner with no intent to demean. When asked about other alleged instances he did not recall them. ~leged that CDR Azzarello called him a "little piss pot," which CDR Azzarello de · · · terview. CDR Azzarella also did not recall an allegation of repetitively needling or using "Roger that'> by which CDR Azzarella would addressed -with "Roger that" each time he saw him.

At the conclusion of the interview, I asked if CDR Azzarello had anything to add. After a break to consult with his lawyers, CDR Azzarello addressed the high volume of LO Is he had issued noting that his CO, CAPT Oberley, used that technique during his XO tour and that he was concerned about making sure performance issues were documents without having a strong cast while he tried to get the ship to succeeed.

He also indicated that the previous CO, CDR O'Loughlin, and told him via email that-could not run her department, he'd left her at RSCA for a reason, and regretted letting her fleet-up to PTO. CDR Azzarella also noted speaking to then Commodore Couture as well as the former CO about the issue to include withholding her command recommendation and not allowing ~R Azzarello also noted that the previous CO shared concerns regarding~aturity. He provided emails that confirmed those points. CDR Azzarello also provide an email he sent to department heads on his leadership expectations on the ship.

Per my request following the interview, CDR Azzarello provided copies of all the LO Is he has issued ( except for the ones already included in the three non-attain and one DFC packages that were already provided by the ship.)

Additionally, he provided the following follow-up to questions (included verbatim) in an email: "-The Beer issue with I still don't recall the entire issue but I believe my SUPPO and/or CMC solved th -The qual for I observed as a U/I from the removal on 20 May 20 until we returned to home port on 5 June and again on 19 Jun for our return transit from Yorktown. We

3 Enclosure (12)

went on stand down after that until 14 Jul and I reinstated him sometime then after that based on his performance, but I do not know what date."

4 Enclosure (12)

12 January2021

MEMO FOR RECORD

FROM: Staff Judg~ Advocate, Cartier Strike Group EIGHT

SUBJ: CDR AZZARELLO READVISEMENT OF RIGHTS FOR ART. 107

1. On 12 January 2021, CDR Azzarello was interviewed as part of a command investigation into allegations against him deriving from an inspector general's complaint. Prior to the interview, he was advised of his rights which included informing him he was suspected of violating UCMJ Articles 92, 93, I 08a, 128, and 133. His military counsel was present in-person and his civilian attorney was present via phone. He acknowledged his rights and waived his right to remain silent to participate in the interview.

2. During the interview, the Investigating Officer inquired into CDR Azzarello's use of terms such as "idiot'' and "retard" towards members of his crew. His response suggested to the Investigating Officer he may have relayed false information. As a result, the Investigating Officer suspected he possibly made a false official statement in violation of UCMJ Article 107 and desired to question him further about it. Prior to asking any follow-on questions or eliciting more information, CDR Azzarello was informed of the suspected offense and re-advised of his rights. He took a short break to confer with his attorneys. After this break, he was asked if be desired to continue with the interview. CDR Azzarello and his attorneys answered affirmatively. The interview thereafter continued.

SG-8 Staff Judge Advocate,

ARTICLE 31(b) RIGHTS ACKNOWLEDGEMENT

Name: COR Frank Azzarello, USN Commanding Officer USS FORREST SHERMAN (ODO l 09)

I have been advised that I may be suspected of the following offenses: V/UCMJ ARTICLE 92 (Violation of or failure to obey general order or regulation) V/UCMJ ARTICLE 93 (Cruelty and maltreatment) V/UCMJ ARTICLE 108a (Captured or abandoned property) V/UCMJ ARTICLE 128 (Assault upon a commissioned officer) V/UCMJ ARTICLE 133 (Conduct unbecoming an officer and a gentleman)

and that:

I have the right to remain silent. Any statements I do make may be used as evidence against me in trial by court-martial. I have the right to consult with lawyer counsel prior to any questioning. This lawyer counsel may be a civilian lawyer retained by me at my own expense, a military lawyer appointed to act as my counsel without cost to me, or both. I have the right to have such retained civilian lawyer and/or appointed military lawyer present during this interview. I have the right to tenninate this interview at any time.

WAIVER OF RIGHTS

I further certify and acknowledge that I have read the above statement of my rights and fully W1derstand them, and that: I expressly desire to waive my right to remain silent. I expressly desire to make a statement. I have consulted with a civilian lawyer and a military lawyer prior to questioning, and expressly desire to continue with making a statement. I expressly desire to have such lawyers present with me under the below circumstances during this interview.

ivilian Lawyer (Mr. Timothy C. Parlatore, Esq.) to be present via phone. ilitary Lawyer (LT Justin E. Bass, JAGC, USN) to be present in-person.

This ac ow edgment and waiver of rights is made freely and voluntarily by me, and without any promises or threats having been made to me or pressure or coercion of any kind having been used against me. I further understand that, even though I initially waive my rights to have my civilian lawyer present in-person and to remain silent, I may, during the interview, assert my rights to have my civilian lawyer present in-person and/or to remain silent, thereby terminating the interview.

PRIOR STATEMENTS

Your previous statements may or may not be admissible at courts-martial and usable against you. egardless of the fact that you have talked about anything related to these offenses before, you ill have the right to remain silent now.

• , I !, • II . 9 : t·

DEPARTMENT OF THE NAVY USS FORREST SHERMAN (000 98)

FPO AE 09569-1214

MEMORANDUM FOR THE RECORD

Subj: REPORTING CONDITION IC~

1412 Ser. DOG 98/ CO 09 Jan 2020

~ Azzarello, Frank J CDR USN, DDG98 f ·~

From: Sent To: Subject: Signed By:

Couture, Jennifer S. CAPT (DESRON) Thursday, January 2, 2020 3:30 AM Azzarella, Frank CDR USN, DDG98 RE: LT J.M.

Thanks, Frank. I think it would be best for you to transfer him to the s"'pply ship during your next RAS FFT ashore. Your schedule after your next RAS is uncertain.

Vr/Jennifer

---Original Message-~ From: Azzarella, Frank CDR USN, DDG98 Sent: Thursday, January 2, 2020 6:06 AM To: Couture, Jennifer S. CAPT (OESRON Subject: FW: LT J.M.

CORE, From SMO. Looking to move him via Helo through DJI after our BAM-S transit.

,..,.....,..._ V/R · Frank

~

CDR Frank Azzarella Commanding Officer USS FORREST SHERMAN (DOG 98)


From: Sent: Thursday, January 02, 2020 6:00 AM To: Azzarella, Frank CDR USN, DDG98 Subject: FW: LT J.M.

Sir,

Please see the email below from

V/R,

1

HMl

-----Or~ From: ----(CVN75 MEDICAL/SMO)

To: Cc: Subject: LT J.M.

V/R, SMO

3

,r- .. _ Azzarello, Frank J CDR USN, DDG98

From: Sent: To: Cc: Subject: Signed By:

Frank,

Couture, Jennifer S. CAPT (DESRON) Wednesday, January 1, 2020 7:08 AM Azzarello, Frank CDR USN, DDG98 Kenny, James CAPT (DESRON); Bridges; Damon !=DR USN, DDG98 RE: FSH P-OPS

Please do consult with HST SMO. She and I can talk further once she has had an opportunity to review his record, talk to your IDC, and perhaps with the member.

Before you send him home, I think I would like her to see him here in person - depending on what SMO says.

Vr/Jennifer

----Original Message----From: Azzarella, Frank CDR USN, DDG98 Sent: Tuesday, December 31, 2019 12:42

r--.. To: Couture, Jennifer S. CAPT (DESRON) < < Cc: Kenny, James CAPT (DESRON)

CDR USN, DDG98 Subject: FSH P-OPS

CDRE,

V/R Frank

CDR Frank Azzarello Commanding Officer


FOR OFFICIAL USE ONLY-· PRIVACY SENSITIVE: ANY MISUSE OR UNAUTHORIZED DISCLOSURE MAY RESULT IN BOTH CIVIL AND CRIMINAL PENALTIES"

Confidentiality Notice: This e-mail message, including any attachments, is for the sole use of the intended recipients and may contain confidential and privileged information. Any unauthorized review, use, disclosure or distribution is prohibited. If you are not the intended recipient, please contact the sender by reply e-mail and destroy al I copies of the original message. Tllis document is protected from disclosure by Title 10, United States Code, Section 1102 {1978). If you have inadvertently received this document, please return it to the sender and destroy any copies.

2

r~ Azzarella, Frank J CDR USN, DDG98

From: Sent To: Subject: Signed By:

LaBenz, Timothy D CAPT USN CHNAVPERS MIL TN (USA) Friday, February 21, 2020 9:27 AM Azzarella, Frank CDR USN, DDG98

Thanks for the update Frank. Your update is the most recent !nfo we have. He'll still remain on the valid LIMDU orders that PERS 45 sent out earlier.

I did not receive your previous (undeliverable) email.

Vr -,,,......... We're always looking to improve. Please take a minute and let us know how ,. · your interaction with PER5-41 went today.

https:/ /surveys.max.gov /index. php/454228

---Original Message-----From: Azzarella Frank CDR USN, DOG

{' Standing by for any questions.

1

V/R Frank

CDR Frank Azzarello Commandfl1g 6¥ficer USS FORREST SHERMAN DOG 98


----Original Message----From: Azzarello, Frank CDR USN, DDG98 Se To Su . .

Frank



To: Azzarello, Frank CDR USN, DDG9 Subject: RE: FORREST SHERMAN OPS

Sent with BlackBerry Work (www.blackberry.com)

On a positive note the new OPS, --nd new PTO, killing it in the short time they have been here. New CHENG, ~lso doing well, just trying to get his feet under him. So, I'm sure you don't hear it much, but thank you very much for all of them.

V/R Frank

CDR Frank Azzarella Commanding Officer USS FORREST SHERMAN

f" "RELENTLESS FIGHTING SPIRIT!"

3

• ♦ • .. - •

Sent: Thursday, January 09, 2020 2:08 PM To: Azzarello, Frank CDR USN, DDG98 Subject: RE: FORREST SHERMAN OPS

Thanks Frank. It's unfortunate things turned out this way.

We are working COAs r:ight now.

We're. always looking to improve. Please take a minute and let us know how your Interaction with PERS-41 went today.

https:/ /surveys.max.nodick_noclick..P,ov/index.php/454228

-----Original Message----From: Azzarello, Frank CDR USN, DDG98

Sir,

Thanks for the background. He has some credibility issues with me and to be honest, I don't want him back.

I have not been able to get him off due to the current state of things In the AOR, but he should be departing in the next week.

We will let you know, when he is CO NUS.

Thank you, V/R Frank

CDR Frank Azzarella Commanding Officer

4

0


8 • I• II • · • •

Sent: Wednesday, January 08, 2020 7:14 PM To: Azzarello, Frank CDR USN, DDG98 Subject: RE: FORREST SHERMAN OPS

Frank, Sorry for the delay as I am just getting back (today) from leave. Happy New Year to you and the crew. Saw the news with your POTUS VTC. Very nice. I was in your shoes two years ago doing the same thing in the Gulf of Aden, Pretty memorable engagement.

Please let me know when he gets sent off-ship. We'll look at a backup COAs/reslate for a P-OPS.

We're always looking to improve. Please take a minute and let us know how your interaction with PERS-41 went today. https://surveys.max.nocllck_noclick_noclick_gov/index.php/454228

----Original Message----From: Azzarella, Frank CDR USN, DDG98

s

CAPT, Good morning and Happy New Year.

Any insight is greatly appreciated.

Thanks you, V/R Frank


1-

, .... ,/

6


7

r\ From: Sent: To: Subject: Attachments:

DCOM,

Frank Azzarello Wednesday, January 13, 2021 6:19 PM Zenner, Todd C CAPT USN CDS-28 (USA) [Non-DoD Source] LOls 1 of 2

DH.pdt Email with CDRE.pdf; Leadership Expectations Email.pdf

I apologize I had multiple technical difficulties in getting these off. There will be multiple emails.

There should be 31 LO I's plus the ones you have seen in the Non-attian and DFC package.

Follow up from the q ay: . t I . . I

-The Beer issue with I still don't recall the entire issue but I believe my SUPPO and/or CMC solved the pr~ -The qual for_ I observed as a U/I from the removal on 20 May 20 until we returned to home port on 5 June and again on 19 Jun for our return transit from Yorktown. We went on stand down after that until 14 Jul and I reinstated him sometime then after that based on his performance, but I do not know what date.

Also attached are 2 emails concerning I told CDRE Couture that XO and CMC were both mentoring her. The other email is the previous COs comments on her and other Officers. I have also attached an email I sent to all the DH and DLCPO on daily expectations as communications/responsibilities at the

0DH/DIVO/CPO level continued to be an issue. I have started to give new check-in Officers and CPOs a version ·of this.

V/R Frank

1

~- Azzarello, Frank J CDR USN, DDG98

From: Sent: To: Subject:

Couture, Jennifer S. CAPT (DESRON Thursday, January 2, 2020 3:30 AM Azzarello, Frank CDR USN, DDG98 RE: LT J.M.

Signed By:

Thanks, Frank. I think it would be best for you to transfer him to the supply ship during your next RAS FFT ashore. Your schedule after your next RAS is uncertain.

Vr/Jennifer

--Original Message-From: Azzarello, Frank CDR USN, DDG98 Sent: Thursday, January 2, 2020 6:06 AM To: Couture, Jennifer S. CAPT (DESRON) Subject: FW: LT J.M.

CDRE, From SMO. Looking to move him via Helo through OJI after our BAM-S transit.

,,......._, V/R Frank

CDR Frank Azzarella Commanding Officer USS FORREST SHERMAN (DDG 98)


----Original Message----From: Troy, Daniel HMl USN, DDG 98 Sent: Thursday, January 02, 2020 6:00 AM To: Azzarella, Frank CDR USN, DDG98 Subject: FW: LT J.M.

Sir,

Please see the email below from

l

HMl

--Original Message---

2

V/R, SMO

3

t\ Azzarello, Frank J CDR USN, DDG98

From: Sent To: c;c: Subject Signed By:

Frank,

Couture, Jennifer S. CAPT (DESRON) Wednesday, January 1, 2020 7:08 AM Azzarello, Frank CDR USN, DDG.98 Kenny, James CAPT {DESRON); Bridges, Damon ·CDR USN, DDG98 RE: FSH P-OPS

Please do consult with HST SMO. She and I can talk further once she has had an opportunity to review his record, talk to your IDC, and perhaps with the member.

Before you send him home, I think I would like her to see him here in person - depending on what SMO says.

Vr/Jennifer

-----Original Message----From: Azzarello, Frank CDR USN, DDG98 Sent: Tuesday, December 31, 2019 12:4

0, To: Couture, Jennifer S. CAPT (OE , .. Cc: Kenny, James CAPT DESRON

CDR USN, OOG98 Subject: FSH P-OP

CORE,

1

Frank


FOR OFFICIAL USE ONLY-PRIVACY SENSITIVE: ANY MISUSE OR UNAUTHORIZED DISCLOSURE MAY RESULT IN BOTH CIVIL AND CRIMINAL PENALTIES"

Confidentiality Notice: This e-mail message, including any attachments, is for the sole use of the intended recipients and may contain confidential and privileged information. Any unauthorized review, use, disclosure or distribution is prohibited. If you are not the intended recipient, please contact the sender by reply e-mail and destroy all copies of the. original message. This document is protected from disclosure by Title 10, United States Code, Section 1102 (1978). If you have inadvertently received this document, please return it to the sender and destroy any copies.

2

"--.../

.. .. , .. .,_,,,,/

~, Azzarella. Frank J CDR USN, DDG98

From: Sent: To: Subject:

Friday, February 21, 2020 9:27 AM Azzarello, Frank CDR USN, DDG98 RE: FORREST SHERMAN OP

Signed By:

Thanks for the update Frank. Your update ls the most rec;;-: :·:·t Info v,e havr, He'll still remain on the valid LIMDU orders that PERS 45 sent out earlier;

I did not receive your previous (undeliverable) email.

r--, We're always looking to Improve. Please take a minute and let us know how your Interaction with PERS-41 went today. https://surveys.max.gov /index.php/454228

--Orlglnal Message---~ From: Azzarello, Frank CDR USN, DDG98 Sent: Thursda Februa 20, 2020 5:48 P

Standing by for any questions.

1

V/R Frank

CDR Frank Azzarello Commandtl1g officer USS FORREST SHERMAN DOG 98


·····Original Message--From: Azzarello, Frank CDR USN, DDG98 Sent: Frida Februa 07 2020 1:50 PM




•---Original Message---From: LaBenz, Timoth D CAPT USN CHNAVPERS Mil TN (USA)

ent: Mon ay, February 03, 2020 8:3S PM To: Azzarello, Frank CDR USN, DDG98 Subject: RE: FORREST SHERMAN OPS-

i

Thanks Frank. Currently In Japan. Will see what comes ot'the doctor's

0 official Rex (LIMDU, etc) then go fwd.

Please let me know If more comes from all of this. Can move fed just yet.

Sent with BlackBerry Work ( www.blackberry.com)

From: Azzarella, Frank CDR USN, DDG98

Date: Tuesday, Feb 04, 2020, 3:02 AM

On a positive note the new OPS,-and new PTO, killing it in the short time they have been here. New CHENG, also doing well, just trying to get his feet under him. So, I'm sure you don't hear it much, but thank you very much for all of them.

V/R Frank


0, "RELENTLESS FIGHTING SPIRIT!"

3

Sent: Thursday, January 09, 2020 2:08 PM To: Azzarella, Frank COR USN, OOG98 Subject: RE: FORREST SHERMAN OPS-

Thanks Frank. It's unfortunate things turned out this way.

We are working COAs right now.

We're always looking to improve. Please take a minute and let us know how your Interaction with PERS-41 went today. https :// surveys.max.nocllck_nocl ick_gov /index. php/4542 28

-----Original Message-----From: Azzarello, Frank CDR USN, DDG98 Sent: Wednesday, January 8, 2020 11:12 PM

Sir, Thanks for the background. He has some credibility issues with me and to be honest, I don't want him back.

I have not been able to get him off due to the current state of things in the AOR, but he should be departing in the next week.

We will let you know, when he is CON US.


CDR Frank Azzarello Commanding Officer USS FORREST SHERMAN (DOG 98)

-----Original Message----·

Sent: Wednesday, January 08, 2020 7:14 PM To: Azzarella, Frank CDR USN, DDG9 Subject: RE: FORREST SHERMAN OPS

Frank, Sorry for the delay as I am just getting back (today) from leave. Happy New Year to you and the crew. Saw the news with your POTUS VTC. Very nice. I was in your shoes two years ago doing the same thing in the Gulf of Aden. Pretty memorable engagement.

Please let me know when he gets sent off-ship. We'll iook at a backup COAs/reslate for a P-OPS.

We're always looking to improve. Please take a minute and let us know how your interaction with PER5-41 went today. https://surveys.max.nocllck_noclick_noclick_gov/index.php/454228

----Original Message--From: Azzarello, Frank CDR USN, DDG98

5

CAPT, Good morning and Happy New Year.

Any Insight is greatly appreciated.

Thanks you, V/R Frank

CDR Frank Azzarello Commanding Officer USS FORREST SHERMAN (DOG 98

6

~ [ .


7

~ Azzarello, Frank J CDR USN, DDG98 '

From: Sent: To: Subject: Signed By:

Couture, Jennifer S. CAPT (DESRON Monday, November 18, 201911:28 Azzarello, Frank CDR USN, DDG98 RE: FSH Follow U

Thank you, Frank. Understand all. I think non-attain process is correct, but I would not expect any push-back.

Please let me know what you think about your new CSO. I am hoping you'll be getting a good DH to put s'ome wind back in your wardroom's sails.

Vr/Jennifer

----Original Message----From: Azzarello, Frank COR USN, DDG98 Sent: Monday, November 18, 201910:0 To: Couture, Jennifer s. CAPT (DESRON) Subject: RE: FSH Follow Up

CORE, ,,,.-,-,, Good morning. To follow up on these 2 officers:

{ ',

Ill be transferring in the next 3 weeks to ANZIO as OPS. stated to me that he does not want to be a SWO for various

reason and is drafting a request not to be a SWO. I was planning to non-attaining him this week with a final LOI for additional failures I discovered from when he was ORDO that have come to llght. I have engaged PERS to determine If SWO non-attainment is the correct COA or if other procedures I used while at BDOC to send officers to POCR boards is appllcable. I think SWO Non-attain is the correct, but since he is quitting, I was hoping to make it easier.

I will let you know the outcome.

V/R Frank



1

---Original• Message-----

Sent: Ftiday, October 18, 2019 10:51 PM To: Azzarella, FrankJ CDR USN Subject: RE: FSH Follow Up

Frank, anytime between 0900 - 1600 Norfolk time would be fine.

Vr/Jennifer

Sent with BlackBerry Work (www.blackberry.com)

From: Azzarello, Frank J COR USN Date: Friday, Oct 18, 2019, 12:43 PM To: Couture, Jennifer S. CAPT (DESRON) Subject; RE: FSH Follow Up

CDRE, Is there a good time to call you tomorrow?

V/R Frank



-··•-Original Message---

Sent: Fri ay, October 18, 2019 2:53 PM To: Azzarella, Frank J CDR USN Cc: 'Jennifer Couture' Subject: RE: FSH Follow Up

Thank you, Frank. Understand all and I am In sync with you -Here is my BLUF, but I'd be happy to discuss further wl~phone tomorrow. I'll be home'all day. I also understand from--that the entire area Is having POTS Issues, so he called me from his iridium phone.

2

Again, happy to discuss tomorrow on the phone when you have time. I had .,,,...,.... good comms with Jack on iridium so maybe that Is an option. I ;

Vr/Jennifer

--Orlglnal Message--From: Azzarello, Frank J CDR USN Sent: Friday, October 18, 2019 12: To: Couture, Jennifer S. CAPT (DESRON} Subject: FSH Follow Up

CORE, Once again I appreciate your time yesterday. Just to follow up on some of our conversation.

I do have two Officer issues I want to discuss with you and see. if you had any guidance. Neither involve any misconduct nor are time critical.

....

( \.. .. ,

(_ (

Thank you.

/', V/R Frank

COR Frank Azzarella Commanding Officer USS FORREST SHERMAN (DOG 98)

s

Azzarello, Frank J CDR USN, DDG98 0

~ From: Sent: To: Subject:

Frank,

Ryan O'Loughlln Thursday, October 24, 2019 6:43 PM Azzarello, Frank J CDR USN Re; [Non-DoD Source) Info

No worries .•. You're on the pointed end and I'm living the good life on shore duty, so I'm at your convenience.

Drop me a note or line anytime you need/want. I'm here to support. Sail safe out there I

Cheers, -> On Oct 24, 2019, at 3:39 PM, Azzarello, Frank J CDR USN wrote:

-> Sorry, busy days. That's all I needed to know, I thought there was more paper on- regardless I have put more paper on him and will continue. I don't see him making it, unless he has some sort of epiphany and even then I don't trust him. > > As far as OPS, I reached out to PERS about moving her to a job where she can "continue to grow as a DH by leading and managing people in a fresh environment". CORE told me that OPS was lined up to be the CDS 28 N3 after her PTO tour. Were you tracking that? >

> Any thoughts on ..... nd 00D quals? She sees to have a hard time working with others and seems to know everything already(and not In a good way). > > Thanks, > Frank > > CDR Frank Azzarello > Commanding Officer > USS FORREST SHERMAN (DOG 98)

> "RELENTLESS FIGHTING SPIRIT!" > > > •--Original Message----> From: Ryan O'Loughlin > Sent: Saturday, October , > To: Azzarello, Frank J CDR USN > Subject: Re: [Non-DoO Source] Re: Info > > Sorry. Was outside tossing the football with my son. I believe I wrote 1 LOI o-along with two serious sitdowns. > > I think moving Ops along is a fine Idea. I regretted fleeting her up. Had hoped she'd Improve. More optimistic than I should have been and normally am. > > Sent from my iPhone >

2

l -.........,

\.,J

» On Oct 19, 2019, at 15:04, Azzarello, Frank J CDR USN

,,--..., >> ' '•)> I am 3C. Do you have time now?

_,,>> » CDR Frank Azzarella » Commanding Officer » G 98) >> >> >> >> » "RELENTLESS FIGHTING SPIRIT!" >> >> » --Original Message--» From: Ryan O'Loughlin » Sent: Saturday, October 19, 2019 7:53 PM » To: Azzarello, Frank J CCR USN » Subject: [Non-DoD Source] Re: Info >> » Happy to talk any time you're available. I'm In the Central Time Zone ..• Not sure where you are at these days. -5 GMT I think. >> >> In sum on those two: >> Ops: meh •.. probably peaked.

_r'. » Delara: in the wrong line of work, no doubt about it. >> » Disney was great and shore duty is awesome I Hope all is well on your end. Sail safe. >> »V/r » Ryan >> » Sent from my iPhone >> >» On Oct 19, 2019, at 12:25, Azzarello, Frank J CDR USN >>> >>> Ryan, >» Hope all ls going well for you. How was Disney? The move? >>>

wrote:

>» If you have time free time this week, I'd like to see if you wouldn't mind talking about some Officer issues. Particularly about OPS & De Lara. >>> >>> Thanks, >» V/R »> Frank >>> »> COR Frank Azzarella >» Commanding Officer >» USS FORREST SHERMAN DOG 98)

r----·,>> >>

3

>> »> "RELENTLESS FIGHTING SPIRIT!" >>> >>> >> >

4

Frot.n: To:

DEPARTMENT .OF= THE NAVY USS FORREST SHE.RMAN (bDG 98)

UNIT100327· B0X t PP.OAE 09569

ORRESTSH:ERMAN°(DDG 98}'

S.uhj: L~TTER OF (NSTRUCTION

Ret: (a) MILPERSMAN 16l I (b) JAGMAN 0105

1611 DOG ~8/C'O 2Mar20

Subj: LETTER OP INSTRUCTION

Copy to: -Exc<,:utivc Ofti~r

.;/J,.d. AZZARELLO .'.;•//'

2

From: To:

DEPARTME,N:T OF THE NAV't USS FORREST S!iERMAN (DOG 93)

UNIT100327 B.OX 1 FPOAE09569

111 I I ltt UERMAN(DPG98,)

SubJ I .E"rrER OF INSTRYCT{QN

Ref: (11) MlLP~R$MAN 1616-080 (b) .fAGi\·IAN 0105 tc} OPNAVJNST JJ20j20

I frl l DDG9S/C'O 2·Mnr20


Acknowledged: --------,------Copy 10: E;x_ecuth·e orficer

2

r'- ~11 DEPARTMENT OF THE NAVY USS FORREST -8H~MAN {DOG 9SJ

uNrr100321 eox 1 · ..•. ·.. .. FPO Al;'09569

Fro1n: •·•·---•--K~,.-~ ORREST SHERMAN (DDG 98} To~

Subj: .LETTER OF INSTRUCTION

Ref: (a) MILPERSMAN 1616-080 (b) JAGMAN 0105 (c) OPNAVINST 3J20.Jz0

16H ODG 98/CO 14 Oct l9

Subj: LETTER OF INST.RUCTION

2

,,,,.....,.,, '


,....,...,.. f '

3

18SEP19

MEMORANDUM FOR THE RECORD

From: St:iERMAN (DOG 98) To:

Subj: REMOVAL OF WATCH STANDING DUTIES IN ENGINEERING AND AS TACTICAL.ACTION

OFFICER

1. This memorandum serves as your notification that I am removing you from all operational

and watch stander duties lo Engineering and the Combat Information Center until further

notice.

2. Bac~ground: On the morning of 18 September 2019, the Executive Officer (XO) CDR Bridges informed me that you came to his staterqom upset to the point that he summoned HMl Daniel Troy, FORREST SHE~pendent Duty Corpsman (ID.c) to his stateroom to medically evaluate you. Onc~rrlved the XO reported to me that this was not the first. time you had come to his stateroom visibly upset and uncontrollably crying. CDR Bridges stated that during the• Composite Training Exercise (COMPTUEX 19) on two separate occasions you came to his stateroom or called him ·on the phone•ln cr:isls. Based on today's event ~nd past Incidents I have a p-rofound concern for your p'hyslcal and mental health.

3. Based on -diagnosis and my concern for your wellbeing, effective immediately I am removing .you from ·all operational and watch stander duties as Engineering Officer of the Watch, Plant Control and Tactical Action Officer until further notice. Your administrative duties as a Department Head will remain in place.

.___

From: To:

DEPARTMENT OF THE NAVY , USS FO~RE$T SHERMAN .(DOG 98)

l:INIT 100327 BQX' 1 FPO AE 09669

SHERMAN (ODO 98)

Slibj: LETT.ER OF (NSTRUCTIQN

Ref: (a) Mll;..PERSMAN 1616-080 tb)JAGMAN 0105 {c) SORM OP.NA VINST J l20,32D

1611 DDG 98/CO 23 S~p 19


2

:Copy to: Executive Officer

3

From: To:

DEPARTMENT OF THE NAVY USS FOR~°!:ST SHERMAN (DDG,!18)

UfllT-100327 BOX 1 FPOAE09569

11811•1•' ti 1:: SHERMAN (ODO 98)


Ref: (a) MILPERSMAN 1616-080 lb) JAGMAN 0105 (c)-0.f>NAVINST 312O.32D

16'1 I DDG98/CO 6 Oct 19

\...J

Subj: LETTER OF INSTRUCTLON

.r',.

Copy.to: Executive Officer

2

DEPARTM-ENT OF THE NAVY USS FORREST SHERMAN (ODG 96}

FPO AE 09569-1214

From: I II II I ■ , ' • a' · • " °! -

To.:

Subj: LETTER OF INSTR,UCTION

Ref: (aJMILPERSMAN 1616-080 (b) JAGMAN 0105

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T SHERMAN (DDG 98)

ca...u ... :. ,t.:.:: ...... ;;.. :::

.1611 DDG98/CO 29 DEC.2019

' .. · ... •·•· ..

SU.BJ: LETI'ER OF INSTRUCTION

z::;:a J&fbU;. s '' C..OfiSCZ. ";ts USSQJ.ZhW. UCSC:::::tJWJ?.,k;: .. 4a;s.zu, ®'.4.t £. ,.:z. c:a C4 .0 ,.a, Obs:oew p. €. 4$1 • ;. .u I c.u .... cw ,o .. ,· ~,


3

DEPARTMENT OF THE NAVY USS ·F.ORRE$T SH!;R,MAN:(DDG96}

UNIT 100327' BOX 1

From: To:

Subj: L,ETTER OF INSTRUCTION

Ref; .(a').MILPERSMAN 161 I (h) JAGMAN 0105

FPO AE 0956~:

EST SHERMAN (DOG 98.)

1611 DDG 98/CO 2 Mar 20

Subj: LETTER OF .INSTRUCTION

Copy lll~

Ex<.-cutirc Officer

2

DEPARTMENT OF THE NAVY USS FORREST Si:IERMAN (DDG 9B)

UNIT100327 BOX l FPO AE oo;sg

Fro1m RES.T SHERMAN (DOG 98) To:

1

Sub{ L!;TTER; OF INSTRUCTION

Rel': (lOMJLPERSMAN 1611 (b) JAG MAN O I OS

1611 DDG 98/CO 8 Mar20

Subj: LEmR OF INSTRUCTION

2

Subj: LETTER OF INST8UCTION

Copy 10: Exccuti\'c Otlicl!r

3

Fron1; To:

DEPARTMENT OF THE NAVY USS FORREST SHE'™AN(ODG 98)

UNIT 100327 OOX 1 FPOAE 09569

REST SHERMAN (DOG 98)

Subj: LETTER OF l"NSTRUCTION

Ref: (a) MIL.PERSMAN 1611 (bJ JAGMA.N 0105

l61 r DOG 98iC() 12 Apr 20

Subj: L.E!TER OF lNSTRUCTION


Subj~ LETTER OF INSTRUCTION

C'ojlyto: Executi\·e Officer

4

F

D.EPARTMENT OF THE NAVY U,SS FO.RRE.ST Sl-!!:RMAN (DOG .98)

Ul-'rT 100327 BOX 1 FPOAE09569

SHERMAN {DDG-98)


Ref: (a) MlLPERSMAN 1611-010 lb) JAGMAN 010.$

161 l DDG98tCO 21 May 20


b. Supervise an·audit of Weapons Department Remain in Place chits to ensure they are correct and in accordance with the rrtost up--to date instruction.

·c.. By 0700 daily provide m~ \V.ith @'n email with. tile following. items for your Department:

P.er,sortnel matters Repair,s and PMS Current & -long range -schedule Supply matters AdministratiYe matters WatchbilliPQS matte.rs Adclit'ional tilSking/infonnatfon as directed ensurin~ you cc your Departmental Leading

Chief Petty Officer (DLCPO)

d. Daily· at 1900 both you a11d your DL<;'PO will brief me 0,n the stat.us of all items listed above.

e. Anytime you brief me, your DLCPO must be with you to e11Sl~r~ you are properly adminlsteri1,g and tasking your depar\ment·as yOL_1 :have proved that _you ate ilicapable of executing that ilidividually.

f'"'- 5. ·Failure to improve you pertbrtnance may re.suit in administrative or disciplinary action.or possibly Detachment for Cause (DFC).

6. This letfer i.s designed (o ?id you ill corr~ctil1g defic1¢n!-lies in your perfonnance as described above. The entire chain of comm!Pld is av'1ilable·to assist you in any way possible. I fully expect you will conduct yourself in a manner: that is conducive with thetesponsibilities and iiuthority ( hav.e entrusted in you. If you have. questions or wish ·to discuss ·this or ijny other matter further. the Executive .otlker or I am always· avail~bl~.

Copy·to·: Executi v.e Officer

2

DEPARTMENT OF THE NAVY USS FORREST SHERMA~ (DOG 9'~)

UNIT 100327 BO>: 1

From: To:-


Ref: (a) MILPERS,MAN 1611 (l))JAGMAN 0105

FPOAE 09569

. R.EST SHERMAN (DDO 98)

16'11 DDG.98/CO 4 Feb 20

l. This Letter of lnstructio11 is issued per references (a} und (b) to discuss specific measures tequired to .ccmect deficrencies related to your pcrfonnance. as KMI Operatrng Account Manager {KOAM)in FORREST SHERMAN. Your pcrformnnce,hus been unsatisfactory si11cc assuming this duty in January 20 l 9 due primarily tt) a lack of proncti\lity ung communicating issues to your chain of command. This letter i~ issu~ to oocument and remedy thes~ deticicncies.

2. During-recent events it has hccoinc cv{dent that you are currently not providing the requisite amount ofattention t\l detail required for successful management and reporting of the Command's KMl Specifically:

a. Not ha,•ing updated access lists f'br all KOAM related spaces. b. Not validating clearances prior to issuing keys. c. Nt1t standardizing the NAVE.DTRA 43462-2A 301 Local Element training. d. Poor practices that allowed a Sailor to hc·gi -.·en unrestricted access to a Simple Key

Loader (SKL) that contah1t.>d Communi~ati!-)ns Sccurity (COMSEC) Keys above his authorized clcurancc leading to an focidenl.

c. Not. ensuring the Change of Command KOAM inventory was conducted and signed by the previous Comni:unding Officer. ·

3, I direct 'lhat yoµ take the following corrective actions:

a. You must make a personal commitment to rededicate yoursclftc,, beit1g a Naval Officer and a leader in FQRR,EST SHER

b. By 1 April 2020 work with KOAM prot,'Tam is fully reviewed Mikstones (POAM).

c, Ensure all incidents. Practices Dangerous to Security. and Admin discrepc,1n~ies di$covcred d~view ,are reported aP,propriately in accordance with CMS-I.

d. Assis~n creating a tailored NA VEDTRA 41462-2A 301 Local Eletnent.PQS. creating standard training for nil personnel loqking to be:qualific<t in 301 Local .Element. and that all personn·et qualified in 301 Loeal Element receive the standard training.


e. Give weekly reports on the status of the POAM to include items accomplished and Way forward through the chain of command.

4. Any further deficiencies in your perfoi;mance and/or condµct could res.ult in punifivc actions and y.our dismissal from USS FORREST SHERMAN (DOG 98).

5. This letter is designed to nid you in correctitig deficiencies in your perfonnance .as described above. The entire ch~in of command is available to assist you in any way possible. I fully expect that you will conduct yourself in a manner that is conducive with the r~sponsibilities and autherity that I have entrusted in you. If you have questions or wish to discuss this or any other

· matter further, the Executive Officer or I am always availa"le.

Ex.ec1;Jtivc Officer

2 ...,

from: Tei:

OEPARTMENi OF THE NAVY .USS F0RREST SHE~'MAN (DOG 98J


I 11111a aJ a, REST SHERMAN (DOG 98)

Subj: LETTER OF INST~UCTION

Ref: {n) MlLPERSMAN 1616-080 (b) JAG.MAN 01os· tc) SORM OPNA VIN ST 3120.nD.

1611 DOG 98/CO 23 Sep 19

I. This Letter of Instruction is issued pcrreferences {a) nncl ( b) to discuss specific measures required Jo correct deficiencies related to your perfonnance as Main Propulsion Assistant in FORREST SHERMAN. Your .,rer.fonnance requires imprm·cm~nt primarily beca effective o\'ersight passi,1e ,.nanagemc(lt <4?proach. and working relationship with

. . ' .

2. The o,·ernll standards in the engineering spaces arc unsatisfactory. Ar. the Main Propulsion Assistant it. if. yotn• tt!sp.oi1sibil ity to conduc.t' pet'iodic walkthroughs of all enginee::1'ing spaces. Bused on the sheer ,•otume of pooled lube oil. out of calibratit)n gauges •. and other significant. discrep1u1cies -in both mnin .spaces it is clear you are foiling in this ptimury duty; DU:ring my and the Executive Otliccr's (XO) walk around we found.the bilges ljttered ,,·ith oily rags und other tr.ash, a shecn-1wcvnlenl i11 both bil.ges. und 11 !lime polish canister tapt..-d to the side of I A Gus Turbine Motor Module to replace the prc~-sure pad -~•scd to actuate the m()dules inlet plem\in lighting. This ~1.1n·ent condition of the engineering spact:s points to a .dear lock of O\\'ncrship and ,)vcrsigbt !;,y you and engineering kh;1ki. ·

3. Pro\!cdmal compliance in the Engineering Department is ulso lucking. On th-,: lnoming of 19 September 2019 your Engine Room OpenHor reported the strong smell of fuel in Main Engine R,oom {MER) Two, lnstc;~d o.f calling aw~y th~ casualty in accordance with .Engineering Opci:-c1tional Casualty .Control (EOCC) pmcedurc MMFOL he chose to conta-.:t tin: ori watch Oil King, \,·ho rightfully secured the fuel purifier but also foilt:d to .cull away the casualty. The leak. was estimated to be at a larger threshold than what we nonnally conduct EOCC drills· at for flammabl.e Uquids in. the bilge and neither the Engineering Officer of the Watch nor you made the f)t'Opt!r and timely. rcpe>rts to me <1r the 'Officer of the Deck anct appraise us of this significant cnsu(llty. Lt was hours Int.er tlfat I.was filllll.lY infonned of this casualty. This is unacceptable and in direct ~011travention of iny standing orders .ind written procedur~s.

4. ln ,ny op$ervation yo.u have been emboldened hy-ack of techn.ical knowledge and her tendency to abdicate hcr·authorit~ertp you. This will be ~vith her subsequently: ho,vever··the fact· remains that-unless otherwise directed. ~is the Chief Engineer ;:ind ns the. Main Propulsion Assistant you report to. her IAW reference l c.) p.aragn1ph J.12.3.c. I expect ~ free flow of cqmmunications between the both of you.


-S. I do not doubt your technical abilities; however your actions described in this letter bring question to your decision making nttd your commitment to ensuring FORREST SHERMAN's success over your personal frustration with your Department Head.

6. Take the following actions:

a. Fulfill your SORM assigned role as one of Engineering Oepartment's Principal Assistants. -I need -you to step up and lead, aggressh·ely enforce strict procedural compliance, anc,i unwavering standards of cleanliness and good engineering practices. The le\'el of ownership by engineering khaki is lacking and must improve immediately,

b. You will walk all engineering spaces twice per day, morning and e,'ening using the safety w!ilkthrough checklist that will be provitled by the Executive Officer. You, along with the Top Snipe will inspect all engineering n-,ain spaces using that checklist. You will assist• -in creating a properly tabbed binder to retain inspection re~imum of 30 days. You-will report completion of your daily\valkthroughs to the-and she will report to me \•ia the XO any major discrepancies until further notice.

1.:. Conduct an audit of lhe EOSS probrram utilizing the ASA check sheet and only engineeritlg dcpartmen't khaki and detcnnine· the true state of the program. Page-check every book, cnsin'c all pages are in good repair, all Ian ards are i ce and every book is at its applicable. watch station. Report completioo to by I November .2019.

d. Develop a table of contents of all .. Local Procedures" used in engineering department. Ensure nil procedur~s are up to date with the applicable references. signed by .myself and the locat-ion of each procedure i~n the table of-contents. which shall be maintai_ned in CCS. Report completion to-by· I November 2019.

5. Understand that this letter is non-punitive in lmture and does not become a part of your pennanent record. Any further deficiencies. in your performance and/or conduc1 could result in punitive actions and your dismissal from USS FORREST SHERMAN (DOG 98).

6. This letter is desi_gned to aid you in correcting deficienc.ies in your perfonnance as described abo\'e. The entire chain of command is available lo assist you in any way possible. I fully expect that you wHl conduct yourselJ in a manner that is conducive with the responsibilities and authority that I have entrusted in you. If you have questions or wish to discuss this or any other .matter ftuther. the Executive Ofticer or I run always available.

Copy .to: Executive Officer

2

DEPARTMENTOF THE NAVY USS FORRESi SHERMAN (DOG 98)

FPO AE 09569-12\4

From To:

.... , ...•. -•· REST SHERMAN (DOG 98)

Subj: LETTER OF.INSTRUCTION

Ref: (aJ MlLPERSMAN 1616-080 Cb) JAGMi\N 0105 le) UCMJ Article 89

1616 DOG 98/CO 28 Sep 2019

I. This Leiter of Instrui;;tiqn is issued per reference (u) to discuss specific measure..-. required to correct )'QUr deficiencies reluted ·to your unprofessional conduct. blutnnt disrespe-ct and egregious luck of'profcssionnlism.

2. Specifically:

On 23 September 20 I 9 i.t was reported to me by more tbun one indi vidmil that after I verbally couni;eled you on the ·unsutjsfactory conditions. in the engineering plant and expectation of rapid i!Tiprov~ment that you jn front of other individuals stated that "the co· s idea ii. stupid. I am not doing th:tt, und h~ can DFC me. if he wunts'· am:I that "you did not ask lo c01nc here, you were told to come here." On 24 September 2019 I called y.ou in.to my stateroom with the Exe<;utive Officer present to u,-;cectnin if this serious accusntion w.a.'-true. Witnout hesitation you contion!!d that you nud mnde. the .s1t1tci\1ents und thut you had done so re.cause you felt "yo\l we~ trcuted' poorly over the last year." J cunnot speak to how you were treated pr.ior to my a(ri,·al on 4 September 2019, but since my arrival you

1,-.., were nfforded every opportuniJy to excel. The t,tsks nssigned to you in your"LOl were-a.,;signed because of the luck of confidence. I hu.\'e in your ubility to establish und muimuin a culture of proct!durnl compliance ~nd bni.ic engineering standards.

3. To. be clear your .disrespectful and dh;rupti\'c conduct Will not~ tolerated. To ir'npress upon you the seriousness of your misconduct. I am ilisuing you this second LOI in us many days. Your conduct 'is approaching a violation of Uniform Code of Military, Justice Article 89: Dis~spect toward .i _Sup,crior·Officer. I will no, tolenue your subversive behavior and want to clearly warn you that you are .standing inio danger. lf you cannot or will not put this ship, its mission.and your duty. l!bove your O\'er inflared ego yo.u are free to re:;ign your duties us the Main Propulsion A:;simant effecti~e immediately.

4. This letter. i:; designed to uid you in correcting deficiencies in your per'fo(inance ns described ubovc. The entire chain of command is .uvuilµble to a:,sist you in uny·wuy posi;ible_ J fully e-xpect that yo1,1 will conduct yourself in a manner that is conduci\'e with the responsibiiities and author.ity tha~ I have cntr.usted in you_. If you have questions or-wi!:h 10 di!i¢u~s this. or any other matter further. the E:<e.cutive Officer ·

Copy to: Execli.ti ve Officer

From: To:

DEPAR'rMENT OF THE NAVY USS FORREST SHERMAN (DOG 98)


SHERMAN (DDG 9S}


Ref: (a) MILPERSMAN 1611-010 (h) JAGMAN 0105

1611 DDG98·C'O 25 May 10

I. This Letter of lnslruction is .issctcd per reference (o) and (b) to discuss sped fie mc.1surcs required to Clltn.-cl Jc.ticicncies r.clult..'<I tn your performance u~ Engineering Officer of the Watch (EOOW) in FORREST'S HERMAN. You foik--<l in your llutics primnr.ily due tu your inability hl enforce strict procedural complinnc.c, u U1ck of attention to detail. and a h11.:k t1f standards I expect from un Engineering Officer of the Wmch.

2. Thi! dcticicncfos in your pcrfontumct: m·c illcnti tied as:

n. Yciu failt:d to ;1dhcrc tu m\d enforce i1 stund1~r<l of strict pmccdunil compliuncc in adhering to Enginccring.Opcrntional St..'1.(ucncing S>·stcm (EOSS).

Ii. You allowed Slibprdin.itc watchst,111clcn; Ill hccomc compluccnr while 011 wmch an~ foiled lt\ uphold the stnml..ml.

c. Si,cl.!itkally:

(I) On 22 Muy 2020. the E.xccuti,·c Olliccr (XO) disco, ere<! thut the NIU Gas Turbine Gcncrntur (GTG) lu.:ad tank tilt valvc had b._-cn lctl open nod on constant till. which is not in m:cordancc with EOSS procedure FOTG. When .iskcd uliout the position tif the NR'.\ GTG head tank valve. you downplayed its :-igniticanllc. The proccdurt! for tilling NRJ GTG heuc.l tank clcui:ly states th.it the till vain: should onl>• tic opened when required, This hus been u known issue during deploylilent after the ship lost 11ower as ,i result an impmpcr fuel ulignmcnt. A tier thts incident. a t~edhack report was suhmittt..'Cl to NA VSEA requesting that NR3 GTG head tunk he lctl in the .open position find tilling while. NR3 GTG wus running. This m1uest \\'US denied. and furthenn(ll'c wos mh•ised ugainsl impl~m1:nting since having u constantly ptessuri:t!ed foci system nin through an linuttendetl space presented an unnecessnry-tire hazard. Although you and t\ll ,,·utchstanders were trained on the proper fi!el Hlignment when opcruting NR3 GTG. you foiled to ·ensure its proper alignment. As the EOOW on watch it is your duty to ensure the systems und1.:r your purview arc properly aligned and operating in parameters. You tailed to enforce the standard and seem to not understand the seriousness of failing to follow prop~r written procedures when operating an engineering plant. Your failure to follow procedure could ha~·e cndang~rc.-<l my ship and the li\lcs of my crew.

f

Subj: LETTER OF INSTRUCTlON·


a. I am resd11ding your qualification as EOOW and Officer of the Deck to facililate you focusing on improving yout pcrfo11nan<,e tmd earning.my trust. You ,will qualify Sound ·and Security and work to requalify EOOW once compfete.

b. Y.Qu will nccomplish 20,hours ofExtrn Military Instruction, S.pecifically. you will.walk ALL fuel alignments that fall under FOTG. Once complete you will personally train every Oil King and Propul~fon System Monitor. indiyidunlly walking them thru th~ eniirc system -aliment. You report nil discrepancies to the XO and ensure th~y are corrected within fi\'e days of your findings.

4. Any further def'iciencic:s in yQur .pcrfom1ance undtor conduct .could result in pu1'iitiye: a~tions and your dismissal from FORREST SHERMAN.

5. This letter is designed to aitl y~)ll iii cotr,Qcting clcficiencj~. io your perfo1111um:e 11s described 1.1hovc. Th.c cmtiro chain ot' 1.-ommand is a\!aihiblc lo assist you in .uny way poss'ihlc. I folly cxp¢ct that you will conduct yourself inn 1nanncr that is C(mdudve with the responsibilities 11ncl uuthudty that I httv~ entrusted in you. If you. hn,·e que-st1ons or wish to discuss this many uthcr l'ilattcr forther. the XO or I um always avnitahle.

Executive Ofti.c¢r

.2

DEPAR;TMENT OF THE NAVY USS'FMREST SHE~ (ODG 08)·


From: . . ST SHERMAN (DOG 98) To:

Subji LETTER OF INSTRUCTION

Ref: (a) MILPERSMAN L6 l6-080 (b)JAGMAN 0105 (c) OPN.A V 3120.32D

1611 DOG 98/CO 15 Jan 20

I. This Letter of Instruction is .. issued per references (a) and (b)· to discuss specific measures required to corre.ct deficiencies related to your perfonnance' as Ordnance Officer 'in ·uss -FORREST SHERMAN. You are tailing in your-duties primarily beca\1se of an .unacceptable passive management approach, lack of initiative, and inadequate plannipg.

2, The deficiencies in yo1,1t' perfor.mance are Identified as:

a. After multiple Explosive Safety program reviews I am deeply concerned at th~ lack of preparation, attention to detail.; and general disorganization of the programs under your cognizance. t have provided clear direction and my expeGtation that the administrative requirements of all ·programs sball be organized in ~ccordance with the line items in the ASA check sheet. Thus far all ofyourprograrns have-failed to m_eet that simple standard. Additionally, 1 have found routine discrepancies that you should have ident,ified and corrected prior to my assessment 0f your program. This tills me that you are not taking ownership of your programs and lack the initiative requited·to ensure your programs-are maintained and effective in accordance with current instructions and references. ·

b. Yo.u have '10t displayed tJie drive and initiative required to succeed as a .Division Officer. You fail. to plan ahead and properly track assigned tasks and requirements.

c. Spe¢ifically:

( I) You have failed to properly route the monthly Ammo Inventory Report in a timely manner. On 14 January 202Q you routed Monthly Anuno Inventory Reports for the months of August 2019, Seplember2019,.October 2019, November-2019, and December 2019. The August 2019 report should h~ve been rout~ to and signed by the prev:'ious Commanding Officer but was not. The subsequent reports should have been routed to me for signature at the .end .of the month. Your excuse that the NIPR outage affected .your ability to draft and route this required inventory report is offensive. Itis unfathomable that for four months you farted to route a single monthly report. I. find yout lack :of professionalism disconcerting and have grave reservations about the frequency and accuracy of this required inventory. It appears you only

--......,,

Subj: LEITER OF INSTRUCTION

routed these inventory reports to attempt to correct this egregious adntinistrative failure prior-to my upcoming inspectiQn as a part of Ule Explosive Safety ReYiews,

(i) On 9 January 2020, while conducting the Explosive Safety Review-of'Ready Service Lockers (RSL) it was clear to me that you were not familiar with the contents of the checl< sheet nor had you l'ooke4 at the condition of the two RS L •,s, You could not answer my basic, questions and it ,,v.as obvious ,by the lack of cle~finess that you did not inspect th,em. prior to my spot check.

3. The following corrective actions \VIII be taken:

a. Review chaptel' -~ an(i 3.34 of referen~ (c.) to refresh your knowledge of the duties and responsibililies ,ofa Division Officer.-

b. Establish a management and orga,nizationat structure; that enabJes you to keep track of the tasks inside your area of responsibility. There are mfµly-different methods that ~n be effective. Being a successful division officer begins with being able to ~omplete assigned lasking and ens:ure deliverables are. submitted.on time.

c. Establish an obj_ective and rigorous periodic review process (or all of tlte programs and qualifi.cat1ons under your cognizance. It is your duty to provide· proper .oversight of these programs an<:l quaiificationsviathoroughr.eviews. Discrepancies will be tract<ed in Weapons Department's 8 O'clock rep·orts;

d.. You will remain as' Junior Officer·ofthe Deck and not pennitted to make reports fo me until you ~an properly e~ecute yo1,1r dutic;s as a Oivisio,°' Officer:. Once.you demonstrate you take your DiV:ision Officer responsibiliti,es se~ousJy,. then I can trust you lo take bridge watchstandipg seriously and will be allowed to progress to the next level for qu~lificatfo11s.-

S. Fai~ure to .improve your perfo~ance and conduct yourself professionally will result in your retnovaf of from the Officer of the Peck qualification process, Surface Warfare Non-attt\ifunent, or po~ibly Detachll)ent for Cause. (DFC): process. ·

6. This letter is des'igned to aid ·you in correcting ~eficienci~s til your perfonnance as described above. The entire chain of command is available to assist you ir1 ~ny way possible. I fully e~ct th.a~ you will _conduct yo.urself ih•a manner that is con<Jucive with the r:esponsibi1ities and ~Uthority Ulat l h'1we entrusted, in you. If yeu have ques.tions,onvish to discuss this,or any other ·matter further, the Executive Offic~r or .l am always available.

2

Fn)m: To:


UNIT 100327 BOlt. 1 F.PO AE 09569

SHERMAN (DOG 9R)

Suhj: LETrER OF INSTRUCTION

Ref: tu) MILPERSMAN 1616~080 (h) JAGMAN 0105 (c) OPNAV 31.20.32D

Encl: (I) Mentor Lng

1611 DDG 9g1co 20 Apr20

I. This Letter of .lnstn.ll:tinn is -issued pcncfcrcnccs (a) ·and (b) to discuss spcci th: mcasui:c:s rc(!liircd to correct tlctidcndcs rclutcd lll your pcrfornumcc us Ordnnnct: Officer in FORREST SH F.RMAN. You ,trc continuing to tail in your dut'ics t;rimnrfly b..:c.msc llt' an llllacccptahlo passive nmnagcmcnl :1p\1rn,1ch. lnck l\r initiutivc. ina<foqu.ltc planning. pllllr communkalillHS. and a li1ck nf follll\\ up.

2. ·111c <ldicicncics in ylrur P'-'rfonnam:c arc 'i<lcn11tktl us;

-a. Alier multiple E~plosi\·c Safct}' Program ( EXPS1\F) rc,·kws you haw foilcu to take pwn1f1t aml-cffcctivc uc-tiun. I am dci.!ply concl!rncd 111 your lnck of prcparntion. uttcnli<m to . tlcwi-1. and general di:;orgnnization l1fthc pn.>gmms under ynur cugni✓am:c. I hu\\.: provided clear dirccliun .inJ my cxpcc-t-ntlo1Hlll these pnigrams. Tims far ull lll' Ylllll' pwgrnms hn,..: l'uil1.:d tu mci.:t that simple stnndurd. My conccms with y(HI aml y(iur Jh:rfonnum:c were forthcr suhstitutcd. during un imprumfitu EXPSAF review which I rc,1ucstcd our !SIC. CDS 28 to conduut 011 9 A1lril 1010. The rcsl1lts uf this rc,·icw tell me thnt you an: not taking ll\\ ncrship of your prognuns und lack the initiuti,'c rc,1uirccl kl ensure your pmgrmns al'li maintaillcd und cffoctl\'c in accordtmcc with cum.ml instructions and rcforcnccs.

h. Y(iu lul\'c not displayed .thl! drive and initiali\'c required to succeed as a Dh·ision Oftkcr. You foil lll plan aht!ad and prop!!rly tnick assigned tasks and rc:quircmcnts an(I CG Di\'ision has struggled utider your leadership.

c. Spcdticnlly:

(I) As the EXPSAF Warfare Lead. you havt:! foiled to ensure nil stuke holders.arc awure of und net upon nny discrepancies in their purview. Spedticnlly:

,.--...,

S.ubj: LETTER OF INSTRUCTION

(a) Although you personally inspected all Ready Ser\'ice Lockers (RSL 's) and ~cy list identifying gapped gaskets . .you never followed through to ensure -employed his team to fix them.

(bJ Although y~l.t id~ntified lh!,? h?cd to train_ Duty Ma~'vlAA) an<.i Duty ~on AA&E. you failed to constllt with or seek help from -he CMAA. or ~he A TO. It took too long to ,get the trainin~ de\·cloped and them. prodded to the crew. This delayed-duty section assignments and placed undue stress on the cre\t.

(2) On 2$ Junual'y 2020. you presented inc ~\;ith nn ·Exp'losive SafctySurv~y thut had been complctccl in Octa ., ·ou failed to route inn timely-manner, Before the meeting you were instructed by to get it siijncd by the XO. but you failed t<1 du ·that. After-the m<.-etin, ou again failed to route the survey'to XO nnd mys~lf atler being instrUcted again by

During ·the same meeting 'I direct~d you h) consolidntc nfl c:<:p~ program hits into u single memo, Dcspitc'bei'ng rcn1inded numerous times by_.._ you ciid 1wt complete the memo until 9 April 2020. more thun thre~ months after it was ussign¢cl.

(3) und I hu\'c tll mutinely push yuu to updnt.~ th~ stlitus in the Weapons Depurt1)1ent 8 0\:101,:k reports and the EXPS'AF dist:rcpuncics POA&'M. On 9 April 20:?0. I requested our !SIC'. CDS 18 h) conduct an impromptu EXPSAF review. All of the db;crcpande:.-i; found were pro\'it1~1sly iqc11tificd and ufwhh:h ym1 have been rcpeut<..'<11)' <litcctcd tu trnck and

r'- correct. The mu~t egrcgiou!i of these discrcpancic,:s included: I

(a) Fllur Cages that )'uu rcport1..'<I were ca'!ibratcd more than thrc..-c \\eeks prior <lid ntlt ha, c cnlibrution sticker.; placed llll them, Tlits is cspt!dally. Jh1struting given the utt1mtion thnt I han~ phtccd on Gage Calibration. -was assigned EMI and hi~ Liberty was curtuih:d in Jchd Ali. UAE due to the poor managcml!nt of your Dh~ision':; Gugc Culibratiun program.

(h} Material Handling Equipment {fV\HE) instrl!clorjliccnser dc~ignation letters thut were prc,·iously routed und ~i~ned by me were lost and never mutlc it to the appmprintc bimle1·.

(c) Despite my counties!; rcrninders to wnlk your spaces clttily and ensure all sp.accs are sc1:ure fo.r ~Cl\. CDS 28' tlisc~)\·~red s~m1e majM disl!rcpancies in that -ammunition and MHE wns not .secured for sea.

3. The t'blfowing corrcdh·cactions will be taken:

~- You and will insp.ect e,·erymagazinc and all. CG Gages to ensure we are secure for sea und that gage <.-alibration is I 00 percent. Report completion to ~y 27 April 1020.

b. You shall b_tief daily on EXPSAF concern!;.


c. In accordance w~ paragraph 3.35 you will be assigned as-an assistant Division m • under ----to atforcl you ovcrsigflt uml guidance. Additionally.

wil'I be assigned to assist yon in managing EXPSAF. By 24 April 2020. brief n how you intend to uti.lizc him.

cl. You shall conduct fonnal mentorship sessions weekly with-and tJ1c DLCPO to enhance your profossional development. B.c prepared t~attlc rhythm to include tracking metlmds. protCS$CS, m1<1 qualifrcation progress. You will utilizt: enclosur~ (I) to track ypur mentor sessions.

c. You will remain as a Cunning Officer until you can properly execute }'Olli' duties as u Di\'ision Officer. Once you demonstrate that yol1 tukc your Di\'ision Officer responsihilitics seriously. then I can trust. )'OU to tal<e bridge wut.chstanc.ling $Criously and will be allowed to llrogress to the next level for qualifications.

5. Failure to intpnwc your pcrfonnancc and condu1;1 yourself professionally will result in the removal of your OOD qunli ticat.ion Pnd my rccommendt,tioli for Surface Wat'forc Nonattuinmcnt or possibly Dctad1mcnt for Chusc (DFC) pmccss.

6. This letter js designed to aid yl,u in.correcting ·dcficfondcs in ymn· pcrthnnan~c us described ahovc. The entire cliain of commune] is a\'ailahlc t,) assist )'OU i_n any way poss,hlc. l fully expect that y,1u will conduct yourself in u mann·cr that is conducin: with the responsibilities nnd t1utlwrity that I huvc entrusted in you. If you have questions or wish to discuss tbis ur mw other matter fu11hcr. the XO iir I am .ii-ways a \·ailuhlc. •

Copy to: Executive Otlicer

3

Frolll: To:

DEPARTMENT OF THE NAVY USS FORREST SHERMAN (ODO 9!3)

UNIT1003~7 BOll. 1 FPOAE09569

I' I I I : : ER;MAN (DOG 98)


Ref: (a) MILPERSMAN 1611-010. {b) JA.GMAN 0.105

1611 DDG98/CO 20May20

1. This L.etter of Instruction is issued per references (a) and (b) to discuss specific measures required t<;>-corre!!t defici.encies related to your perform~nce as After Steering Safety Officer (ASO) 'in USS FOR.REST SHERMAN. Your perfonnanee bas been unsatisfactory and this letter is-issued to -document those detioiencies and provide you a r,ath for correction,

2. On 4 May :?020, you failed to ensure all four Hydraulic Power Units (HP.Us). were started arid. in ruo prior to the setting of Max,imum Engineering Reliability prior tu getti.ng underway from anchorage. As the ASO it is your responsibility to ensure FORREST SHERMAN's. steering gear sy.stem and its support systems are aligned in accordance with (IA W) E11gin~ring Operational Sequencing System and my Standing Orders. You failed to ensure all folU'HPUs Were placed in run IA W Standing Order 11. Additionally:

a. As the ASO you faj)cd to have a questioning attitude and properly in.spect the ~teering gear equipment in the space and verify vii, th~ Aft Steering co11snle that the Hf>lls were properly alfgricu for getting underway from unchoragc. (t is your duty to verify that all thur HPUs arc up to. temperature, in run and that the" A" ste~ng gear units are engag9(1 as. briefed. Yo.ur tailure to take your responsibility.as ASO s.er.iously is 1,msatisfactory and leads met() question your level of knowledge and .commitment to being a ke,y w~tchsjartder.

b. You also failed to request per-mission from the Officer of the Deck to restart I B HPU to l'C$tore steering gear system redundartcy. This: passive appro:ach to your duties (eaves me to believe you do not understand the .gravity of the situation when the. ship is operating near shoal waters.

3. The following corrective actions wall be taken:

a, lam removing your qualifications as Officer of the Deck. and Helm Safety Officer effective immediately until you·ea,n my trust. demonstrate the appropriate level of maturity, a questioning attitude. and attentioQ to detail. You shall begin the requalitication prqcess immediately in a11 the above referenced wat(.:hstations. ·

t·

Subj: LETTER OF lNSTRUCTION

4. Your actions, attention to detail, and level of focus must improve if you expect to earn my trust. Failure to improve ·your performance and conduct yourself professionally will result in Surface Warfare Non~attainment or possibly Detachment for Cause (DFC).process

5. This letter is designed to aid you in cor:recting deficiencies in your performance as described above. The entire chain of command is available to assist you. in any way possible. I fully expect you will conduct yourself in a manner that is conducive with the responsibilities and authority l have·.entrusted in you. If you have questions or wish to discuss this or any other matter further) the' Executive Officer or l am always available.

Copy to: E~ecutive Officer

2

\ .............

c i

H ~ ~ ~

From: To:

DEPARTMENT OF THE NAVY USS FORREST SHERMAN (DOG 9Bi


...... ,. ,. . . RREST SHERMAN (DOG 98)


Ref: (a) MJLPERSMAN 1611 (b) JAGMAN 0105

1616 D0098/CO 12 Nov 20

I. This Letter of Instruction is issued per references (a) and (b) to discuss specific measures required to correct deficiencies related to your performance as KMI Ope-rating Account Manager (KOAM) in USS FORREST SHERMAN. Your performance has been unsatisfactory since assuming this duty in June 2020 due primarily-to a lack of being proactive and communicating issues to your chain of command. This tetter is issued to document and remedy these deficiencies.

2 . .During recent events it hos becom:! ev.ident that -you are not -providing the requisite· amount of attention to detail required for succe!,sful management and reporting of the Command's KMI. Specifically:

a. You did not.correct issues wlth your keys and that of your alternate KOAM -and you di.d not attempt to resolve ttlem-as quickly· as .possible.

b. Youi:poor practices that allr,wed a KOAM alternate to take inappropriate actions leading to a KMI incident. This ris;md security to .FORREST SHERMAN and integrity to the vault

c. You failed to keep a meth:ulous record of •audits of KMI COMSEC materials.

d. You failed to organize and lead an effective team.

3, I direct tha~ you·take the following corrective actions:

a. You must make a personal cqmmitment to rededicate yourself to being a Naval Officer and a leader in FORREST SHERMAN.

b. By 15 January 2020 work w·· the KOAM program is fully reviewfd and Milestones (POAM).

c. Ensure that all incidents, Practices Dangerous to Security and administrative discrepancies discovered during the· review are reported appropriately in accordance with CMS- I

. '

SUBJ: LETTER OF INSTRUCTION

d. Give weekly reports on the status of the POAM to include items accomplished and way forward through the chain of command.

e. Work as a team with the other KOAM•s to think ahead and walk through potential issues.

f. Work with CMC to identify a CPO mentor outside your division, to help mentor and guide your on inter.Jctions with your current divisional CPO.

g. You will suspend visits to USS HARRY S TRUMAN and Other organizations durjng working hours to work on your qualifications. You are free to conduct outside working hours and once you complete my direction in para 3.b, you will meet with me to discuss a path forward.

4. Any further deficiencies 1n your performance .and/or conduct ~ould result in punitive actions and your dismissal from FORREST SHERMAN.

5. This lett~r is designed to aid you in correcting deficiencies in your pelfonrtance: as described above. ·The enti~ chain of command is available to ass.isl you in any way possible. l ful.ly expect that you will conduct yourself in a manner that is conducive with the responsibilities and authQrity that I h11ve entrusted in ·you. If you have questions or wish to discuss this or any other matter furthe~. the Executive Officer or .I am always available.


.2

DEPARTMENT OF THE NAVY USS FOR.REST SHERMAN (DOG 96)


From: RREST SHERMAN (DOG 98) To:

Subj: LET'TJ:R OF INSTRUCTION

Ref; (a) MILPERSMAN 1611-010 {b) JAOMAN O 105

1611 DDG98/CO 26 Aug.20

I. This.I.euer of Instruction is issued per reference (a) and (b) to discuss specific measures .required 10

~()rrect deficiencies related to your qualificatiqn progression and perfonnance as a Division Officer.

2. Since your arrh:al ·I have hod several discussions with the Wardroom where I s.tate<l my e:cpectations for qunlilications and watchstan~ing. O\'cr the past months yo_u1· progression has slowed ton crawl and you havt: nol demonstrated the requisite effort or initiative you eam severnl required qualifications. Specifically:

:i. Nothing about this j<ib is personal. A bud watch or a rough C\'Olution is not a rel1clelion of your qunlity·as a humnn being. and nc:eds to be. (nken as a lesson lcanicd. not a mnrk mudc. Do your best nut to repeal mistakes. but don ·1 dwell 011 mistakes for any lo'i\gcr than they arc useful to you. With the· amount of.underway ti.me you ha\'c: .. you should be: s(gnificantly clmrcr to qualifying Oflicer of' the Deck (OOD). I do no1 sec the aggressivt:ness in pursuil of c1uijlifo:ations thnt I would be expected of a Di vision Ofiiccr .s~king 10 cam her pin. You ha,·c had se\'cral opport\lnities to sch"-dule 1tnd take an OOD Junior omcer board and huve thus for foiled 10 schedule tine.

b. You were assigned ((J Clllllplctc DC ros 307. 308. 309. and Dt\'ision OlliC\.'f Atlont during deployment which you did not complete. on time. You were assigned a new co111pletion dalt! ors June 2020. You also foiled to med this deadline and you werl! ordered to h.we ii completed during Post Operational Movement (POM) leave. U11acceptahly, you again failed to work on your quali'lications and your Department Head again set another deadline which you have not been able to meet. You have acknowledged theses deadlines. and ha,·e still foiled to meet them. Other Division Ot1icers were able to meet and g~t these qualifications ,v.i\hout ~lli many t::<tt:nsiom; as you hovt: been provided. This is extremely disappointing ns your Division Officer duties are minute compared to those who have completed their qµalillcntions. It is clear that yuur qualificattbns are not n priority for you nor is direction from your Department Head.

~- Whett your role as a Division Officer changed to CC division you were tasked to become well i:ersed-on CANES by your Department Head and finish turnover by JI July 2020. You failed to meet this deadline and dragged your feet until 19 Augu~t 2020 when you said you were ready to show your Departm~nt Head that you have .assu.med t-he duties. Your failure to mel!l this mark demonstrates to me youdack of interest and dl'ive to meet deadlines and the sen~e of urgency requir.ed to be an effective Di v.ision Officer.

d. You were asked to take over the Cyber and CCC warf~re areas by 31 July 2020. You took until 7 August 2020 to conduct an ASA review and update the review on the depanmental 8 o'clock reports.


Warfare binder management is core to divisional responsibi lilies and you need lo get on track wi_th managing the.~r<>gfi\111.

3. Regardless you.have been deploy.ed onboard FORREST SHERMAN for six months ancl hnve bee11 inporf for three months. In that time you were allotted significant time. yet 'I ossess your o,·crall le,\'el of knowledge and leadership ability as below average. Based on my assessment of your proficiency, leMc:rship, maturity and !eve.I of knowled:J.e as a Division Officer and OOD U/I; at this time I do not believe you.are on a clear pall) to obtaining your OOD qualification and subsequent SWO qualification. You haYe n.ote)(hibited the-maturity or level of knowledge needed to be ~n OOD, and effective Division Qffipcr, nor have you earned my trust.

4. The following eon·cctive actions will be taken:

a. You-will complete DC PQS 309 by 4 September 2020. DC 318 by 2:3 October 2020, and A ITWO by 9 O1;:1ober 2020·. Y ol~ will schedule an 000 lJ/W JO board nnd complete ~ JO murder board e,•ery -week lJlltil you pass.

b. Ev.ery week you will brier me on the installation status of CANE$, and any concems/issues th.at arise.

c: Y(,iu will-speak 10 the Plans and Tactics Officer about your wnrtiire area binders, and every week you will present Cyber and CCC binders to him for review until it pasSc:> his criteria.

,----.,, S. Your actions, responses lO issues. and decision making ns n Division Offi~er mµs't improve if you expect to eam my trust and obtain increased responsibility oh the bridge. Failur:e to improve your ~rlQnnance nnd conduct yourself professionally will result iii your remo\'nl of from ·the OOD qualification process, Surfuce \Vnrfare Non-attainment or possibly Detachment for: Caus.e (OFC) process.

6. Thi:; lcttcr· is dcsignc:d 10 uid you in, correcting defici1,mcies in your perfonnance as described above. the en'tire chain of.conimnnd is available 10 assist you in any way·possible. 1 fU.l.ly expect you will conduct yo1.1rsclf°in-a manner that is conducive, with the.responsibilities and authority I have entnisted in you. lfyou have questions or \\'ish to discuss fhis or any other mnHer further, the E.xecuti,·e Officer or I am always availnb1e.


2

DEPARTMENT OF THE NAVY USS FOR~ST SHERMAN (000 98)


From: ,-,..-r,___ • RREST SHERMAN (DDG 98) To:

Subj~ I.ETl'ER OF INSTRUCTION

Ref: {ci) MILP,ERSMAN I 616-080 (b) JAGMAN 0105

1611 DDG98/CO 11 Oct 19

I. This Leller of Instruction is issued per references {a) and {b) to discuss specilic mcasur~s required to address your blatantly sexist comments while standing watch on the bridge in USS FORREST SHERMAN (DDG 98).

2. Yo~r sex.isl comments in regards to women serving in the United Stc1tcs Navy created an unacceptable hostile \v.ork-envir<lmnent on the bridge and within your watch team-. One of your p.cers. a female oflicer. came forward with complaints about your abrasive comments nbm~t women serving in the Navy. Specifically; you stated ton fcmalcjunior officer that the Navy would be n belt er organiza1io1i if women we1'e 1101 aiiowed -io serve and we went hack to all male ships. Your ignorant conunent is demeaning, belittling, and not in alignment with·thc culture I am working to creme anc,I current Navy core ,•allll~s. Your w1professio111H ·bchavior will not be .tolerated and hns no place in t=OllREST SHERMAN. This behavior is toxic, it undermines good order nnd discipline on my ship. nnd it damages your own moral authority.. I will not tolerate discrimination of any lcind! '011 my ship wc ·shal.l hiwc a culture of respect professionalism, and inclusio·n. If you disagree with this. you arc free to resign your commission · immediately.


a. You will write n (>00 word essay·on the contributions of women 10·1he suc,ccss of the United States Navy. 10 im;ludc the contributions of Rear Admiral Grace I lopper nnd Admiral Michelle Moward. This will be.submitted to the Executive omc~r by 17 October 2019.

4. Any fu11her deficiencies in yot1r conduct could result in punitive actions and your dismissal from USS FORREST SHERMAN (DOG 98).

5. This· letter is designed to .aid you in corrcx:ting delideilcies in your conduct ns ~escrihed above. The entire chnin of commnnd is available to assist y.ou in any :way possible. I fully expect that you will conduct yourself in a manner thnt is cQnduc,ive with the responsibilities nnd E\llthorily I hove emrustcd in you. If you have questions or wish ·to discuss this or any other matter lurthcr. the Executive Orficer or I am always n\'ailablc,

Copy Jo: Executive Officer

DEPARTMENT OF THE NA\/Y USS FOAAEST·SHERMAN (DOG 98)

UNtT 100327 BOX 1 FPO AE·09589

From: Commandin Officer. USS FORREST SHERMAN (DOG 98) To:

Sµbj: LETTER OF lNSTRUCTlON

Ref: (~) MILP-ERSM;\:N 1611-01.0 (b) OPNAVrNST 3120.32 (Series)

16-1'1 DDG98ICO 27 Aug20

I. This Letter of Instruction is intended to fonnally document and address speci fie measures .required to correct deficiencies related tQ your unsatisfactory pcrfonnance. ns n Division Otlic~r, Warfare Lead and as Morale, Welfare, and Recre~tion (MWR) Officer.

2. Your over.di perfomiancc has co11tinual degraded since you were quatifjed a$ a Surface Wartal'e Officer:. Th.e dcfide1\Qi'es in youi"perfor.mance ure identified as:

a. Your petfonmmce-as u watchstander is in general. lack luster and watch bills have-to be created to support your weaknesses. Y tiu,display little command. presence and I qucsti(ln. your jlldgment at times. The same goes to y,)t1r perfonnnm:c as a -Division Officer. which leads you to he one of the Di\;ision Officers l have drfficulty trusting. The TTWCS replacement POA&M yt.lU wer~ directed to pro.vi-de in July was. poorly developed and foiled to c.-oherently ~pture the status of the replacement. It was returned to the Weapons Officei• to b~ r.evise<l and I ha,·e still yet to receive the req.ucsted· document.

b. On 17 August 202U. you were unprepared fol' n Strike Warfarc/Nm•al Surfac:;c .Fire Support_-Progrum Review with the Plans and Tactics Officer {PTO) that was designed to-ensure· your j)rl'1gram administratlon wus aligned corr.ectly before the STW A, I inspection with A TG scheduled in November 2020. l find it.egregious that y0u failed to ensure you were prepared for an administrative courtesy re\'iew, Once the detennination that your probit'am was '•At-Risk" was promulgated, _you failed t'o follow up with PTO to schcduh~•ll t'e-inspectfon of p~gram binders as directed.

c. On 21.f August 2020 you were tasked to conduct a follow up warfare review \Vith me. The slides you pl'es.ented to me were inaccurate, demonstrat.ing you failed to fully gr.asp th~tequired level of detail and profes.sionalism 1 expect from a Warfare L~ad. The very top of the very first slid,e was incorrect, which tells me you ·either don ·t understand the level afauention to detail requiFed of Warfare Lead or you simply lack the required amo.unt of care an,d protessionalism I demand of an officer and progr@m manage,r. You wasted my time and your lack of preparation for a. 200 program review points t'o a tack o.f professionalism that is· unaccepta\,Ie.

d. Your-perfonnonce as M WR Officer since returning from deployment htls b~ below par. Everything MWR related is a constant pull and what work you are directed to complete is halfhearted and req_uires rework. You fail~ to ensure that you an~ ·the MWR committee were

Subj'; LETTER OF INSTRUCTION

ready .to offload the ship as directed -prio( to our arrival in the S.hipyard. The I 00 hour plan wiis promulgated and reviewed countless times, yet you had to be directed to offload MWR equipment when you failed to meet the established timeline. Regardless, of your desire to be the MWR Officer you were assigned that collateral duty and t expect you as. a L TJG to execute them to the best of your abilities ..

3. AU .of your actions show me you do not grasp the most basic concepts of leadership and ~anagement. Even after multiple verbal counseling sessions, Letters of .Instruction, and mentoring from myself and other Oftlcers. J have seen little progress after being onboarq_ for 2.4 months and two deployments. You·have previously turned a comer, during which your improved performance resulted in your qualification as-Officer of the Deck (OOD) (Underway) and. SWO qualification, but you have since reverted to bad habits. I find you are not motivated to be an effective DIVO or SWO 1:1nd have endangered my ability to recommend you to be a Department Head.


a. You will provide an updated and complete POA&M for review to the Weapons Officer by 28 August 2020, and reschedule a full Warfs1re Review with PTO.

b. You will review the. administrative program ASA c\le~k sheets for all Weapons Department progr;uns and onsure·your tellO\V Divisio1, Officers understand my expectations.

c. You will provide an updated and complete POA&M for the TTWCS ·rcplacement to me by 28 August 2020.

5. Any further defi~iencies in your performance and/or conduct could result in my recommending for 11 Detachment for Cause, further punitive actions, your dismissal from USS FORRESTSHERMAN (DDG 98):

6. This letter is designed to aid you in correcting deficiencies in your perfonnance as described above. The entire chain .of command. is ~vailable to assist you in any way possible. I fully expect'. that you will conduct yourself in n manner that is conducive with the responsibilities and. authority that I hav~ entrusted in you. If yoll have questions or wish to discuss this-or any other mat.ter further. the Exec~1tive Officer or I' am always available.

Executive Officer

2

: ~...,-....._, ... I

i ' . .

.,.......,

. . .

• ~ I ,

' .· .......

.,...r·

DISPARTMENT OF THE NAVY ·USS FORREST SHl;RMAN (ODO gs)

.UNIT 100327 BOlt.1 FPOAE09569

Front . SH~RMAN. (DOG 98) To:

Subj: LETTER D.F INSTRUCTION

Ref: (a) Ml:LPERSMAN 1611 (b) JAGMAN 01.05 (c) NAVEOTRA 43J'Ol~4G (d) FSHINS,T 3000.1 (Serie.'-)

1430 .DOG 98ICO 16 May 20

1. This Letter of Instruction is issued per reference ta) through (d) to di~cuss specific measures 1'equ,ired t0 correct deficiencies related to your po(lf bridge watchstanding. Your perfonnance has been unsatisfactory and this letter is 1ssut:d to-cfocum!!nt these dcficienci~ and provide you a path fur correction,

2. Yuur rctnO\;al from OOD (U/1) i~ du~ to your luck of matutity. self-contml, attention to detail and level of knowledge, resulting in my inability to endorse your increased responsibility in watch standing. When I have observt!<.l your ac,tions they ,Seem for<:~d and driven by -the Offi<;cr of the Deck, lllll those e>f a person hungry tbr incregsed responsibility and promotion. Unfortunately. you have moved in the wrong direction in.obtaining yotjr OOD qualificuti'on and sub,scque.nl S\.\1O quul,i tication. Spedticully:

11. Op 8 May 2020,whicl yuu were the.Cunning Officer duling·u RAS I reli\'~lyou due ll'> poor ·station keeping. You have rnorc tha.n seven months of continuous conning e,-.pericncc additional schooling and f still cannot. trust you to maintain station during a-RAS or any other evolution without specifi<; and direct supervision.

b. On 9. May 2020, after being,di-spatched by o~r fS[C at full speed to r.nake contact with a vessel requiting assistance yo" fpited to take prompt und aggressive action to ascertain her-stat.us and the current Situation. You s_how~ no forethought or drive .to detennine.-what needed to happen or ask why. You .slmply did a radio check with them, showing you a.re no more than just a passive watchstf\mJer waiting to be told what to do·, vice an Officer that should be leading. ·

c, On IO May 2020, when came to lh·e hridge, you 'ignored rtlc instead of.provid'ing an update to what events were. going on. You chose to continue your conversation with yQur watch team. vice acknowledging. me. In tum I removed you .fmm the bridge du~ to your sar9astic• attitude. L;~ter when I verbally counseled yo.u, yo·u stated that you did: not µnd~rstand the responsibclity of being an 000. You have attendC9 multiple Navy schools specifically .to prep.are you to be an -000, been coodnuously deployed for seven months and are a. Commissioned Officer. I am completely dum_bfounded in the fact ttiat you would Blake that


statement and do not understand the responsibilities ofan 00D. This leads melo h·ave zero co.nfidence in you as an ·Officer and as a bridge watchstander.

3. The following ~orrective actions wilt be taken:

a. You will be demoted to JOOD to help round out your exposure with different watch stations in order to help provide you with a different perspective.

b. Consequently you have been onboard FORREST SHER:MAN since·October 20 l 9 and have significant underway time dQe to the ships schedule, yet I assess your overall level of knowledge as below average. Based .on my assessment and the input of your over iostruction 00D's of your p.erfonnance, proficiency, leadership, maturity and level of knowledge; at this time I do not believe you are on a clear path to obtaining you.r 000 qualification and subsequent SWO qualification. You have not e>thibited the maturity or revel of knowledge needed to be an 000, nor have you eamed my trust.

4. Your actions, r'CSponses to issues, and decision making must improve if you expect to ea.rn my trust and obtain increas~ responsibility on the bridge watch team. Failure to conduct improve your pe::rf'onnancc and conduct yoursl.!lf professionally will result in your removal of from the 000 qualification process, Surface Warfare Non-attainment or possibly Dc~chmcnt for Ca~e (DFC) process.

5. This letter is designed to aid ¼'OU in, correcting deficiencies in your perfonnancc as described above. The. entire· chair). of command is avnilable to assist you in any way possible. I fully c>tpcct you will conduct yourself in n manner that is conducive-with the responsibilities and authority I have entrust~ll in y~>u. If you huvc questions ur wish to discuss this ur nny other matter further. the Executive Officer or I am always available.


2

"---'

Prom: To:

DEPARTMENT OF THE NAVY tJss FORREST SHERt.itAN (DOG 981

UNIT 100327 BOX 1 FPOAE.09569

T SHERMAN (DDG 98)

Subj: LETTER OF rNSTRUCTION

Ref: (a) MILPERSMAN 1611-010 (b} OPNAVINST 3120.32DCH-1

Encl: (I) Mentor Log

1611 DDQ 98/C.O 9 Nov20

l. This Letter.oflnstruction (LOI) is issued per-reference (a) to discuss specif~c measures required.to correct deficiencies in your performa_nce as a Division Officer (DIVO).

2. You have not demonstrated the requisite effort or initiative required to be a O[VO per reference (b) and gained the trust needed to become an Officer Of the Deck (00D) •nd a Surface W atfare Officer (SW0). Y-our struggles continue to call my· trust. in you into question. Spcci lically:·

a. On 2 September 2020, -you.attempted to meet with the Executi've Officer (XO) to ·'finish'' your Division Ofti<;er Afloat Personnel Qualification Standards (PQS,) by getting tile last three line items signed off. At that point, your qualification was already S days overdue per 1h,e quafificatinn Plan of Action Milestone (POAM) you signed and as assigned by the Senior Watch'Officer. The XO qiscovered the{C were multiple Une items across numero·us pages.still in need Qf signature-. T~is demons_trates a profound lack of attentiop to detail and once again:wasted a senior officer's.time-due to your fnability to tmsure you were prepar.ed for an event that you scheduled.

b. On 3 September 2020, after·being given guidance from your Department He«d (DH) to have everything ready for a spot-check with me, you failed io ensure that the gradiog .sheet and Sailor accomplishing the spot check were present and prepared. You did not.ensure your Division was pre~, aml when confronted with the issue loo~d to shift blame from yourself onto the Work CenterSupervi$Of CS and others·. this is not the ownership, l~adership, and foresight e.l(pe(:ted of a junior officer ready for more tesporu.ibility.

c. You reviewed and signed a trac~er With the Senior.Watch Officer coillmittii:lg to .completing Damage Control (DC) PQS 307, 308, and 309 in Se::ptember 2020. As of 6-N~vember 2020, you have schedule<J board$ Qul ha:ve. not yet completed these·qualifications. Furthermore, you have not tt1ken an active role in managing your own qualifications by communicating the status, issues, nnd requesting potential changes with the Senior Watch Officer until ·yo\J'·re given ·repeated' d_i!:ectives from ·your DH to doso.

d. On 26 October 2Q20, 01 failed their Divisio~ in the Spotlight (PITS) review dµe to t~ei'r ~M and PQS programs. Your Division's administratiol) scores from SK.ED were the lowest received in the year I have been in Command. 25 ~rcent o( your Division was missing PQS Indoctrination dates. Additionally, Sailors were not assigned tnail)t.ei)ance and DC PQS whicli ·are qualifications that are·cruci.al for the life of the ship, but most-import1cmtly, are the comerstoncs rhat:everyol)e has to be engaged for as


we move into Damage Control Material Assessment and Light Off Asses.sment which we caMot afford to fail at.

3. AU your actions show me that you hav.e an unacceptable comfort With wasting Senior Officer's time and you do not grasp the most basic concepts of leadership and management. Mui tipl e verbal counseling sessions, Letters of Instruction, and mentoring from other Officers have not corrected your apparent lack of maturity, lack ofownership, shirking of accountability, and demeanor throughout your time onboard. Your lackadaisical attitude managing your own qualifications, your Division's qUalifications, personnel must be corrected in or(fer to be successful as a Naval Officer. You continue to display bad habits and poor judgement that have endangered your OOD and SWO qualification. I find you are not motivated to be an effective Division Officer. You have not demonstrated the prerequisite aptitude, mannerisms. or personal conviction to be qualified as an OOD or SWO, nor have you earned my trust.

4. Therefore the following actions will be taken:

a. You are directed to re~engage in your role as OI DIVO, and to correct the deficiencies that have been noted above and in previous counseling sessions. In orderto give you the opportunity to grow in these areas you are assigned as the Operations DITS Coordinator to assist the Department in managing their personnel and equipment tracking. You Will retain responsibilities as SW Warfare Lead and VI Officer.

b. You are charged with meeting the following:

(1) With your WCS, you will complete a SEER with 3MC or the Command 3MA by 18 November 2020 in order to detennine the effectiveness of the maintenance program and ensure a11 corrections have be.en made. You will complete monthly SEERs with the Departmental 3MA or Command 3MA until the completion of the 3M AS-1 to ensure your program remains effective.

(2) By20 November 2020, you will provide a Divisional status ofOl's personnel, PQS, training, and CSMP to me through the Operations Officer .. This is to ensure that or is prepared for the B.asii;: Phase and to establish the baseline of the rrumagement for your Division.

(3) Your PQS 43241 LCPO/Division Officer qualification for 3M is revoked and you are given.a goal date of 25 November 2020 to requalify in order to re-familiarize yourself with your duties within the maintenance program. Your board will be with 3MC.

(4) By 25 November 2020, you will provide to me through the Operations Officer a POAM for all SW and V{ related checklists. A lack of focus cannot be applied to our warfare programs and this is to ensure that you are looking ahead at all the requirements we must satisfy for Basic Phase success.

(5) As OPS Depctrtment DITS Coordinator, by l December 2020 you will provide a POAM for all divisional hits noted in their recent DITS. inspections, current status, and path to correction and maintaining the standards of perfonnance.

c. You are assigned weekly mentor sessions with Lieutenant Derrick to discuss your responsibilities as a Division Officer, Career and personal growth, habits, and a course of action to place yourself back on a positive track. These meetings are to be document for my review when I deem necessary using enclosure (I).

2

SubJ: LETTER OF INSTRUCT[ON

d. You are further directed to meet each of the DH·to discuss how theytraclcdifferent methods they use for tracking their responsibilities. D.i~cuss the administrative tools you will use with your Department Head to assist you in excelling in your new role during your f1rst assigned mentorses$ion.

e. You will ·not be considered for an 00D &.oard until the successful completion of the taski~g abov~ and succe~ful.completion of your .DC PQ'S 307, 308·, a'nd· 309. Successful completion of qµalifi:cations and the sutQessful kadership and management of you Di-vision are demonstrators that you are ready for the increased responsibility that come~ when ~ou are·the 00D.

(l) Any. further deficiencies in your performance and/or conduct could ~ult jn my rcconuuending for SWO Nc,m-attai1u11ept. U1\derstand SWO Non-attaininent will result in JOU being. processed as training attrlte and your name will be forwarded_ to the Probationary·OffiC"er Continuation and: Re-designation Board.

(2) Any further deficiencies in your perfonnanc~ and/or-~onduct could,resij}t in punitive actions and your dismissal from FORREST SHERMAN,

(3) This letter is designed to aid you in correcting deficiencies in your perfonnanc:e. as described above. The entire chain of command is available to assist you in any way poss(ble. I ful.ly expect that you will conduct yourself in a manner that is conducive with the responsibilities and authority that l have en~ruste<!•in you. If you have questjons or w.ish to dis · or lam always available.


3

Mentor log_

Date Topics Discussed SNM Comments Initial Mentor Comments lntltlll Senior Mentor Comments

. . . ......

DEPARTMENT OF THE NAVY USS FOaREST SHERMAN (DOG.98)

UN.IT 100327 BOX 1 FPOAE09669

From: Commanding Officer, USS FOR~EST SHERMAN (DOG 98.) To:

Subj; LETTER OF INSTRUCTION

Ref: (a) MILPERSMAN -16·11-010 (b) JAGMAN oros

1611 DDG98/C0-20 May2O

1. This Lefter of Inst~ction is issued per referenees· (a). and (Q) to discuss specific me~lires r~u-ired to correct deficiencies. re.lated to ·your perfonnance as Helm Safety Officer (HSO) onboard FORREST SHERMAN. Your p~onnance.has been unsatisfactory and this letter is is~_ued to d.ocument those deficiencies and•provide you a path for correction.

2. On 4 May 2020, you failed to ensure all four Hydraulic Power .Units (HPUs) were started and in run prior to the setting of Maximum En~ineering Reliability before getting u,ndetway from anchorage .. As the HSO it is your responsibility to ensure FORREST SHERMAN's steering gear syst~m and its su1>_port systems are aligned: in accordance with (JAW) Engineering Operational Sequehci"ng System and my Standing Orders. You failed to ensure that all four. HPUs were placed in run· IA W Standing Order 11. Additionally:

a. As the HSO you failed to have a questio.ning attitude and prop.erly-inspect the Shjps Control Console and verify that the HPUs:were properly aligned forgetting underway from. anchorage. It is your duty_ to verify that all four H?-Vs are. up to temperature, in run, and that the "A" steering gear units are engaged as bri¢fed. Your failure to take your responsibility as HSO .seriously is unsatisfactory and leads me to ,question your level of knowledge and commitment to being a key watchstander.

b. You.also failed to request pennissicm from the Officer of the Deck (00D) to restart 18 \:!PU to re.store steering gear system redun(lancy. This passi:v.e approach to your duties leaves me tQ .b~lieve you do not umj~rstand the gravicy of the situation when the ship is operating near shoal waters.

'3. The followin_gcorrective actions will be taken:

a. [ am removing your qualification :es HSO effective immediately until you earn lllY trust, demonstrate the appropriate level of matur(ty, a questioning attitude, ·and attention to detail. You shall begin ·the requalification process ;immediately in-the above reference,d watchstation.

4. Your actions. level of knowledge, and attention to detail must improve if you expect.to earn my trust and obtai,n increased responsibilily·on the bri'dge.-watch team, Faiture to improve your


perfonnance and conduct yourself professionally wilJ result in your removal from the OOD qualification proces~, Surface Warfare Non-attainment, or possibly Detachment for Cause process.

5. This letter is designed to aid you in correcting deficiencies in your perfonnance as described above. The entire. chain of command is available to assist you in any way possible. I fully expect you will conduct yourself in a mannerthat is conducive With the responsibilities and authority I have entrusted in you. If you have qpestions or wish to discuss. this or any other matter further, the Executive Officer or I am always available.


2

\_,,.

,-.... DEPARTMENT OF TH~ NAVY

USS FORRE~ SHE.RMAtHDDG 9~) UNIT 100327 BOX 1

FPOAE09569

from: I II U. I I l • • a :. • • ! ST SHERMAN {DOG 98) To:


Ref: (a) MILPERSMAN 1611 (b1 JAGMAN 0105

Encl: (I) Me11tor Log

1611 D0098/CO 30Apr20

l. This. Letter of Instruction is issued per reference (a) to discuss specific· measu~s required to correct -deficiencles related to watchstandini,

~. Since your arrival l have had several discussions-w,th all Officers where I stated qiy ex.pe~tations for qualifications an~ watchstanding. Over the last two months I have been able to observe ymir performance as Officer of the Deck, Under Instruction (000 U/1) and I ~ave been disappointed. Specifically:

a. Nothing about this job is personai. A bad watch or a rough evolution is not a reflection of,your quality as a human being, and needs· to be taken !is a lesson leam~d. not a mark .made. Do your b~t hot to repeat mistakes, but don't dwell on mistakes for any longer than they arc useful to. you, Whenever you are questioned or make even a minor :mistake you -retreat into your sheli and become meek to the point that you speak so low I cannot hear you. It was ironic on 26 April 2020, you snapped at the.Conning-Officer for becoming.m.eek.and speaking too low as you do. I also questiQn _your ability. to ~e~l with stress, as I .feel you cannot. Your·dec1sion to remove yourself as-a repQrting watchstander due to ·you feeling "uncomfortaJjle" with the stress. of watch: and not discussing.that with me shows that you lack the maturity to be on the bridge and that you do not understand your responsibilities as a·Naval Of.ficQ" and bridg~ watchstanders.

b, You st~y glued to the. radar and r~rely use binoculars to scan the horizon and look at applicable c~>ntacts, which can only enhaoce. your situational awareness and improve your decision making abilities. During_ mo~ of y.our watches. you never rais~ your 'binoculars to assess the situation: y,ou remain posted on the radar and continue to_.rush to -make decisions without havi'ng all of the information.

c. You presume to have more knowledge than you actually do and when challenged by anyone yoq !lhrink. Fundamental Jeyel of knowledge is built in study and pra~tice. You have repeatedly failed to answer. basic level of know.ledge questions; you do typically go ,find 'the answers to my question· which leads me to question what efforts you ·have put forth to truly learning this profession. You telling me tl'u:lt you ha\'e never been down to .. observe our helo


being traversed after five months of being deployed and hundreds of flight operations and then telling me you don't know how Jong it talces is very disappointing. We all have to learn and grow to improve; part of that is adapting and changing, overcoming our weaknesses and improving our strengths.

d. I question your ability to work in a team environment and to lead a bridgeteam without outside supervision. Watching you blatantly disregard one of your over instruct watches on multiple occasions is disheartening, especially when they provide you sound advice and direction. Additionally, your inability to communicate with me is disturbing and the fact that I can hear what your over instruct watches tell you to say and then you say other things; tells me th,H you are not focused and have little regard for what others are trying to teach you. Your passive management style led me to remove you from CG Division and place you in a division, which was more suitable for you to grow as a leader. Consequently, your passive management style is manifesting itself on the bridge, which is contributing to some of your deficiencies.

3. Regardless, you have been deployed onboard FORREST SHERMAN for five months and have significant and continuous underway time due to the ships schedule, yet I assess your overall level of knowledge as below average. Based on my assessment and the input of your over instruction OOD's of your perfonnance, proficiency, leadership, maturity, and level of knowledge; at this time I do not believe you are on a clear path to obtaining your OOD qualification and subsequent SWO qualification. You have not exhibited the maturity or level of knowledge needed to be an OOD, .nor have you earned my trust.

4. The following corrective actions wiU be taken:

a. You will be shifted to a different watch section to help. round out your exposure with different qualified OODs in order to help provide you with a different perspective.

b. You have a mentor session with your Department Head every Sunday with your SWO Logbook and enclosure ( l) to discuss the previous week's watches and discuss what lessons learned you have incorporated. Your Department Head will initial each entry.

c. With the assfstance of your Department Head, you will develop a reading list of references and have assigned study time where you will review the references in order to increase your level of knowledge. During the mentor session mentioned above you will provide a written list of topics you studied each weclc to your Department Head for routing to me.

5. Your actions, responses to issues, and decision making must improve if you expect to earn my trust and obtain increased responsibility on a bridge watch team. Failure to improve your performance and conduct yourselfprofessionally will result in your removal of from the 000 qualification process, Surface Warfare Norr-attainment or possibly Detachment for Cause (DFC) process.

2

,'.'f. ,,

Su9j: LETTER OF INSTRUCTION

6. This letter is designed to aid you in correcting deficiencies in your perfonna~ce.as d~cribed abov~. Tile entire chain of command is available to assist you in any way possible. i fully expect you will conduct yourself in a manner that is conducive with the responsibilities and authority I ha:ve entrusteg 'in you. If you have ques\ions or wi'sh to. di_scuss· this or any other matter further, the Executive Officer or I am always available.

j

DEPARTMENT OF THE NAVY USS FORREST SHERMAN-(C0G 98)

UNIJ 100327 BOX 1 FPOAE09569

From: . ORREST SHERMAN (DDG 98) To:

Subj: LETTER OF lNSTRUCTlON

Ref: (a) MILPERSMAN 1611-0IO {b) JAGMAN 0105 (c) COMNAVSURFOR INST 1412.7

Encl: (I) Letter of Instruction ICO SN dated 30 Apr 20

1611 DD098ICO 6 Oct.20

l. This Le!ter of lnstructiQn is issued per references (a) through (c) to commend you on your work on qualifying as Officer of the Deck (OOD) (Underway) (UIW) on board FORREST SHERMAN. As detailed in enclosure ( l ), you had difficulties in executing duties as a bridge watchstander, si·nce then you have demonstrated the aptitude and the requisite level professionalism of an 000 (U/W) and as a DiYision Officer. This letter is issued to rescind enclosure ( 1 ).

2. You are no longer required to fol19w the guidance in encloi:;urc (I). However, you are always encouraged to seek mentorship. You are on your way to obtaining the Surface Warfare Officer Qualification and 1 expect you to qualify, by 9 November 2020.

3. This letter is <lt:signetl to. <loc.\,ltnent-marked improvement in ·your w~tchstanding abilities, The entire chain of command is avaOablc to assist you fo any way possible. I fully expect you will conduct yourself in a manner that is conducive with the responsibilities and authority I have entrusted in you. If you have questions or wish to discuss this or any other matter further. the Executive Officer or I .am always available.

opy o: Executive Officer Senior Watch Officer

. • •• ~~\-. ,I • ••.

. . . .

From: To:

DE~ARtMENT OF Tf,IE .NAVY USS.FQRREST SHERMAN (DOG 98)

-UNIT 10032180)1. 1 . FPO AE. 09.569

. · ~T SiiERMAN (DDG 98)

S.ubj; LETTEROF INST~UCTIQN

Ref: (a). MILPERSMAN 1611 (b) JAGMAN OlQS (c) NAVEDTRA43101-4G (d) 'fSHINST 3000. l (Series)

1430 D0098/CO 12 Nov 19

l. This Letter oftnstroction is issued per references (a) through (d) to discuss specific measures required to corre.ct deficiencies .rell\ted Jq your inability to stand a proper watch as Offig;r of the Deck·(OOD) enboard, FORREST SHER.MAN. You are. failing to meet the requisite level of aptitude and ·attention to detail and train Qthers as 000 Ofnderway) in accordance with reference (c) and (d). This letter:1~ issueiJ to document and remedy these deficiencies.

2. On l November Z0l 9 as 00D (Und~rw~y) it) the-A.rabian Gulf, yoµ a;id· your-wittchteam made a sequence of poor decisions regar.ding the flight operations checklist. You and your watchteam m~glected to follow the flight .o~r.ations checklist in accordance. with reference (c ). Your 00D (Under Instf\lCtion) (U/l} requested permission for engine start from myself without bringiqg the propulsion plant to split plant in accordance with the checklist. 'When questioned you.and your wat~hteam gave·no reasonable explanation for the decfsion and then.called CCS for split plant. Upon iny review of the checklist, I observed an "NI A" present in the split plant .block. Again, when question~ about not having pennission, nor aufuorizafion-to mark not applicable~ you and-your watch team had no c\llSWer, nor a reason why you made the dec•sion. Affer bringing. the plant to ~plit pfant, yo.ur lJ/1 ask~ for the deck and engine start. Again, I ,review~ the checklist an4 noticed your team had not maneuvered the ship into the seas and winds, as required. When questioned you had 1'no excuses" for not following the checklist. Youand you U/1 were immediately relieved from the watch for disregard of my directives and instructions.

3, As a corrective action, the· following actions are required for you to r.etum to bridge watch:·

a. Copdq,ct training with each wafchteam on your incident and how to•COQduct a proper watch. ·

b. Remain 1n the position as 00D (U/1) unti'l you have .regained my :trust and proved you are readyto resume. the t¢sponsibility pfleading a watchteam.

Subj: LEITER OF INSTRUCTION

4. Failure to conduct yourself in a professional manner and follow my directives and instructions will most likely result in my initiating the Detachmertt for Caµse proces$.

5; This lett~r is designed t9 aid you in correcting deficiencies in your perfonnance as described abov~. The entire chai"n of command is available to assist you in any w~y possible. I fully expect you will conduct yourselfin a manner that is conducive with the:responsibilfties and authority I have entrusted in you. If you .have questions or wish to discuss this or any other matter further, the Executive Officer or I. am always available.

Copyto: Executive Officer Senior Watch Officer

2

\__.,

DEPARTMENT OF THE NAVY USS FdRREST SHERMAN .(DOG 98)

UNIT 100321BOX 1 FPO AE 09569.

Pro1i1: T SHERMAN (DOG 98) To:

Subj: U:ITER OF INSTRUCTION

Ref: {ct) MILPERSMAN 16-16-080 {b) JAGl'y1AN 010.5

1611 DDG9SICO II Oct 19

I. Thi~ Leller oflnstruction is issued perref~rences .(o) mid (b) to discuss specific measures required to nddress your blatantly sexist comments \\'hile standing watch on the bridge in USS FOlUU:ST SHERMAN (DOG 98).

2. Your sexist c.omnients in regards to ,vomcn serving in the United Stales Navy created an unacceptable hostile work environment 011 the bridge and within your watch team. One of your peers, a female officer, came forward ,,;ith complaints about your abl'asivc.commcnts abo~t women serving in the Navy. Specifically, you .stated .to a female jun'ior officer that the Na,•y would be a bell er organi;,.a•i<m if.wumcn were not allowed to serve and we went back to al I male ships. Youf ignorant comment is demeaning, . belittling, and nofin alignment with the culture I am \\10rl<ing to create and current Navy-c9tevnlues. Your tlnprofcssion.a( beha:vior will-not be l<:llcrntcd ai1d. has no pince in J=OR!lEST SHERMAN. This behavior is toxic. it undcn11itrcs good order and discipline on my ship. ancl it damages ·your owil moral authority. I will not tolerate dhicrimination of any kind! On my ship we shall. haven culture·of resp~t. profcssionillism. and inclusion. 11' you disagree with this, you arc .free lo rcsigt,t }'.Ol(r oommisslon immediately. ·

3. Tu·c following-co.rrecti,1e actions will be token:

a. You will. write a 600 word essay on the contrlbuiions ol' women to thi; s1,1cccss of the United States Navy, to include the ccmtributioris of R•~ar Admiral Grace Hopper-and Admiral Michelle Howard. This "'ill.be submitted to·11rc ~xecutive Officer by 17 October 2019.

4. Any further d~fici~ncies in your condoct co~lld resuh ·in punith•e·nctions and your dismissal from USS FORRESl' $.HERMAN (DDG 98).

5. This letter is ~csigned to aid you in correcting deliciencies in your conduct 3$ described above. The entire chain of command is 11vailablc \o i1$Sist y.ou in any way possible. I fuliy expect ·that you will , conduct yourself in a manner that is conduci\'c-wittr the responsibiiitics and authority I have entrusted in you. If you have qu<..-stions o.r wish to discuss-this or-any other matter furtlrer:. the E.:<~uti,·c Officer or I nm always available.


DEPARTMENT OF THE NAVY USS FORREST SHERMAN {DDG 98)

From: - • t t To:


Ref: (u) MILPERSMAN 1611-020 (b) JAGMAN 0105 (c) NAYEPTRA43101-4G (d) FSHINST 3000.1 (Series)

Encl: ( I) Mentor Log

UNIT 10032.7 BOX 1 FPOAE09569

ERMAN (DDO 98)

i 611 DOG 98JCO 1'8 Mai• 20

I. This I.cttcn1f l11struc.tion is issued per rcfcrc-ncc (n) thmugh (cl) to discus:; sped ti~ mc~1surcs n:quii'ccl tp corn:ct <.lctidencies related \ll your pt>or h1i<lgc watchstamling. Your pcrfornrnncc hos hccn unsatisfactory nncl thi!; fcttcr is iss.ucd lo document thc:;1.: deficiencies i1t1d provide you a· path 1hr curr1.:ction.

2. Sped fo.:ally:·

a. Since hdng gi\'cn the opportunity to stand Officer of the Deck (Under Instruction). yllu hm·c r\!grcsscd in your pn>grt:~sion as an OOD. Your I:cpm1s ha,·c been hccl)inc lcs,-: thorough uml !Mnctimei; lm:k vital infbnnalion. I lum: hnd IO pull operational inliirmation that )'llU arc n:quircd tu rcp1.1rt tu me, Additionally. you foil to properly n:p,111 infonuation lo your Q,·c.:r lnstrudiull OQD. Your demeanor and luck of cu111111unicuti,ln is unprofcssi,,nal und not to my standards. Your dcdsiun on IO March 2010 mlt folhH\' my specific instrlll:tiuns tu execute steering checks and compass checks in a s1,cdtk order an<l not hu\'ing the foresight to call me when you d~ddcd ·tl'l change my llrdcrs is disturhing. 11,csc attrihut!-:S nrc not indicative of a person demonstl'ating the a!;,iJity to become the next Otfo.:cr uf the D.t:ck.

h. I question your ability to work in a team cnviromn~111 and to lead n hridge team withuut outside !.upcrvision. Suhordinate watchstandcrs.havc commented on your inability to help them or provide u·scful nnd effective trnining. Without the ability t1) cltive a prµblcm or show otherli how tu s,lh·c theirs, hilw \\;ill you earn my trust as 0OD? Additionally. I hu\'c nuted irnd others have coinmt:nted on you 'inability to accept critkis111. We nil huve to learn und grow to imp'rO\'e: part of that is adapting and changing. o,·crcoming our weaknesses and impro\'ing our strengths.

c. You presume to have more knowledge than you .ictually do. Fundamental level of knowledge is built in study and practice, m1t trying to nish through u qualificution. You han: rep1:atedly foiled to answer basic level of knowledge questi,ins. you do lypically go find the nimn:rs It) my question which leads me to question what efforts you have put forth to truly lt.-aming this rrofession. Your poor perf'brmance at 'IW'o Junior Officer Murder Boards shows your lack ,iff cl11nmitmcnt to professionul leamin~ that is require!<l to be a sllCcl:1\sful OOD.

......-..,,

f


3. Consequ¢11tly yo.u have beeh onboard FORREST SHERMAN since Novc1nber 2018 and are on your second deployment and' have sign.i ficant underway time due to· the ship's schedule. yet L asS<.-ss your on:rall level .of knowledge as .below average. Based on my assessment and the input of your o\•er instruction ooo·s of your perfo011ance .. proficiency. leadershi'p, maturity; and level of knowledge;at this time I do not believe you are on n clear path to obtaining your OOD qualification and subsequent S WO quaJification. You h~'ie· not exhibited .the· matufi.ty ot lc,:el of knowledge neede<I to be nn OOD. nor have you earned my trus.t_.

4. The following correcti\;c actions wilt be taken:

a. You will be demoted to JOOD with the Navigator ~s your GOD to ensure n base foundation of knowledge-is built. One!'! you ha,·c enmcd his rt1com111(:ndatip1rnnd .if I feel yt1u ·ha\'c od\'anced appropriately I will •reassign you as OOD (U/J).

h. You will have a mentor session with t!1e Senior Wutch Ofticcr-'tVcry SL1nduy with yl1m· SWO Logbook nnd the·utlm.:hcd mentor log to di:;cus~ the prc\'ious week's watches and discuss what Jessons-lcurncd thnt -you have incl11,-,Mated. The Scnioi: Watch Otliccr will initial each watch entry und sig11 your mentor log.

c. With the-assistance of the Senior Wutd1 Officer )'<llt will de\'clop 1.1 reading li);t of rl!'tcrcnccs nnd huvc. assignctl study time \\ihcrc you will rc\'icw .the references in order to

r-. increase your level of knowledge. Our,ing the mentor session mc,i1tibn abo\'c YOll will provide a ·written list of topics-y0u stmlicd each week to the Senior Watch Ot}iccr ti:ir routing to n,c.

5. Yt1ur uctions. rcsr,onst..-:. to issues. and d~dsiun making must impro\'c if you expect tu earn my tnu;t. Rcs11r<llcs.s. your cun·cnt positillll rc~1uircs you to he acti'vcly cng?gqd Hl the best t1t your llhilitics tl1 ·ohtuin }\lUI' OOD letter und S WO quul i tkation. Failure to itnprll\'C your pcrtimnuncc 11nd conduct yoursclfpmtbssionully will result in ;>,'<.iur rcmo\'al nf frnm the OOD qunlificatillll pr,;>ct.-ss. ·surface \Varfor.c Non--mtninmcnt. or pllssibly Detncbmcnt' for Cause (OFC) fjr(lccss.

<1. This Jcttt..-r is designt.'tl t() aid y()u in corrccfing <lcficicncics in yuur perfonuancc as d~cribcd ubove, The Gnt,re ch~in of conm1an~ is uva.Uable to _u.-;sist y()u in ui1y ,,·ny possible. .I ful-ly cxp.<..-ct you will c.onduct yourself inn munnetth~t is cundui;i\'c \\1rth the responsibilities and outhority I have entnistcd in }'l)U. If you ha\'e questions or wish to discuss this or any other matter further. the Executi\'e Otli,cer or I nm al.ways nvoiloble.

PY o: Executive Officer Senior Walch O fti'i,:er

2

from: To:

DEPARTMENT OF THE NAVVuss FO~REST SHERMAN (DOG 98)

UNIT 100327 BQX 1 FPOAE09589

11111;11, ea · ••·- T SHERMAN (DDG 98)


Ref: (a) MILPERSMAN 1611-010 (b) JAGMAN 0105

I 6 I I DDG98/CO ;l2 May20

l. This Letter of lp.struction (LOI) is issued per references (a) and (b) to discuss speciijc measures. required ·to correct deficiencies related to your perfonnance as First Lieutenant and Officer of the Deck (00D) onbo.ard FORREST SHERMAN. You are failing in.your duties primarily because of a. lack of initiative, inadequate planning, disol'ganization, and blatant unwillingness to take corrective measures from orders and advice given from multiple levels within the Chain of Command.

2. The deficiencies in yo1,.1r perfonnance are identified as:

a. You failed to complete the assigned ·corrective actions ordered by me in your 18 March 2020 LOI and have not shown any attempt to heed the advice and counsel of your Department Head, displaying an unac~ptable-disregar.d for authority and unwillingness to grow and adapt that is necessary of an officer and leader.

b. Y:ou have not displayed the drive, initiative, and ownership to successfully lead your divis'ion. You failed to plan ahead for assigned tasks, track progress, and have consistently failed to meet deadlines.

c. You have failed to follow directio~. shown a severe lack of knowledge on watch, and failed to function as a member and leader of yaur watch team on the Bridge.

d. Specifically:·

(1) On multipleocc,asions you have failed to follow my explicit ~irections and execute the forethou_ght n~essary of an 000 responsible for the safe navigation ofmy ship and eitecution of duties assigned to FOllREST -SHERMAN.

(2) On 16 May 2020, you failed to properly prepare for a pre-Selected Restricted Availability (SRA) walkthrough with me, ofjobs relating to OD Division and the Warfare Areas under yoi.ir cognizance. You displayed a poor understanding of the major work that was scheduled to be conducted in your spaces, took no initiative to find out the status of long le.ad time materials, and had no understapding of the scope of work r&[uirements. You were clearly


unprepared although you Jlad an e~tra two we~ks to prepare due to,our oper:ational schedule which demonstrate a lack of i'iljtiative, peer attention to detail, over~nfidence,• and lll1 unacceptable lackadaisical attitude.

(3) On 20 May 2020, when asked ·io produce your tnentorship log as set forth in a written order from your 18 March 2020 LOI, you had nothing to tum in because you did not follow my explicit written orders to you. I find this unsatisfactory and a sign of blatant disrespect, disregard for my authority, !Uld clear evidence that you do not take corrective measu'i'ts seriously when they a~ designed to assist you in strengthening identified weaknesses. ·

3: The following corrective ~ction~ will be taken:

a. I am removing ALL of your qualifications to include Officer of th~ Deck, flelm Safety Officer aqd Basic Oamage Control. You will immediately begin th·e requalifkati0n· process for all remov~ qualifications. This includes· getting ·every PQS line item resign~d by a qualified individual.

b. You WILL perform weekly mentor sessions witn Ute Operat1ons Officer.. Failur~ to obey this ord~t WILL result in further administrative and puniti_ve actions.

c. You will prov1de a tracker of all of your SRA work items and parts to the Operations Officer weekly.

4. Your actions, responses to issues, and decision making mqst improve .if you expect to regain my trust. Failure to. improve your perfonnance and conduct will result in a Surface Warfare Non-attainment or possibly Detachment for Cause (DFC) process.

5. This l~er is designed to aid you in cortect.ing deficiencies in your per.fonnance as described above. The entire chain of command. ts available to assist you in any way possible. I ·fully expect you will conduct yourself in a manner that is conducive ~ith the re~ponsibilities and aUthQrity r have entrusted in you. If you have questions or wish to disc1,1ss this or y other matt~ further,. the Executive Officer or lam always available.

Copy to: Executive Officel' Senior Watch Offic~r

2

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Authei: 21SEP20 Awaiting• board en 21122SEP. 23Sl;PZO Signatu,u frishtdw~board.

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IAut:tao_r: 21SEP20 Awaiting a board on 21/22SE?. 23SEP20 Si~natu~ finfshed .awaiting board. 260CT20 Boarded with DCl, av,allng board with DCA 260CT20.completed · '24NOV20 PQS not completl!d ~s previously rep_orted, qualified 6n 17NOV20 routed to SWO qo 24NQV20

Author: 21SEP20 fa!lec:I first board on 17SEP; reboardlng 23SEP20 A.DV CBR-board 2JSEP20 260CT20 Boa~ with DCl,a~ng board with DCA 300CT20 passed board with I~ ups.

Author: 269CT20 wo~ng on gettlng signatures.

. ·•Autttor: ~1SEP20 expect to complete .aear1ng barrel sup by 21$~0

Author:

I 2lSEP20 had a JO board on 08SEP20, need to reschedule. Need to reschedµle SWO ti~ line. 30Qq20 reported that he completed pa,t 1 of 2 on his JO baord. 04NOV20·passed second part of JO boafd 16NOV20 OH boart! struggled in many areas; did not know OPS or CSO questions. Did not look up material as .directed prior to DH board. f"oved to continue b/c CO wanted to:see boant befofe

I

TfianksgMng. w~ Directed .tQ: speak to each department head and report back to cso before 20N0,✓.20,

20NOV2P came to d~ lookups with cso, cl(ldmitted tQ not attempting to .look up any mall!rtal, was se,itaway, Old not report if he spoke to al DH's. 24NOV20 spol!e t.o esp ;U>outtime .for look ups. was able to n'ieet tt,e minimum.

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,,.--..._ I

RECORD OF ENLISTED COUNSBLING 114D

9-Sep-2020

PRI~ACY ACT STATEMEN~ The authority for requesting the'(ollowin~ 1nformatton is contain~d in 5 U.S.C. sec~ 301, 1'0 u.s.c, 5941, 44 U.S.C, sec. 3101, and Exequ.tive Order No, 9397. This information w.i:ll be used to doqul!lent .quality force counseling aetions not presc.tib~d in other directives·. Department of the Navy personn·e1 may also use the informatior, for eva1.uation.s and determina.tlons in dlscf.plinary, pupitive and/or administrative actions. Disclosure of this infonnation is voluntary.

REASON FOR COUNSELING

ii l!l.'RJOIIMMICS

□ IRIP1'0ft OI' DaPDIDSl!H

□ CXllil!II !&pacify)

Iii llUKIISJBU.UXU.

[J l'llmln DiDanD111118

.REASONS WH!CH 'CAUSED THE COUNSELING REQUIREMENT 1 aeec,ifio data, Ito,)

□ Olllll!I-.ADVMCDlllft'

ii, ~ ll&IIAVI0a

~ ON 09S ailed his JO SWO B9ard due to lack of preparation. Jt was apparent .that did not adequately-prepare aM take advan~gc o( his POM and ROM time ~fficiently t9 9e-_ready f~r the proCC$S. With his PRO approac.hing arul the timing otschools and the yards, finishing his ~WO qualification n~ to be of b,ighest concern.

NAVPERS 1616/25 (5-90) NSN 0106-LF-010-1000

DEPARTMENT OF THE N'AVY ·uss 'FORREST SHERMAN (DOG 98)

UNIT 100327 BOX 1 FPO AE OS.569

From: .. • · T SHERMAN (DDG 98) To:

Subj: LETTER Of JNSTRUCTCON

Ref: (a) MILPERSMAN l.6l l-0I0 (b} JAGMAN0I0S

161 l DDG98iCO 20 Oct 20

L This Letter of Instruction { 1.0() is issued per references (a} imd .( b ), to discuss s1>!:=cific measur~ required to correct defici~ndes rehned ·10 your quaHficntion progression.

2. Since your .atdw1l l hil\'I! hnd se.,·eral discussions with tht Wardr(1om wht.'t:c I stated my expectations for ~unli(ications nnd \\'atchstnnding. Since your previous LOI, your qualification progression has been slowed almpst to a complete stop. You h,we not demonsmued the requisite effon or it1itia1h·e required to become a Sutfate Warfare Ofikcr{SWO).

~- Specitically

n. NothinJ,! about this job is personnl. A bnd watch m n rough 1.•volutio11 is not n rctlcction of your qunlity ns a human being; and ·needs to be taken as n 1~-ssl)n l~rncd, not n· nmrk made. Do ).'Oi.tr best not to repeat mis1nkcs, bl~l don't <lw~II on 1111stnkes tbrnny lon¥er thnn the}' nre u:11:!t'ul to you. With the nmount of time you ·ha\'e on board rmd es.1>.erienc.e);µlihed on two deployments, you should be signilicrmtly .closer to qualifying SWO. I do not see the nggr-'c:ssive11ess in pursuit ofqualificalions that I \\·ould be ¢Xt>cch:d ofa dM~ion otliccr seeking to ea111 his pi11. However. your clforts tot your Warfore Art!~s nrc abon? 11\'ei1tg~. und makei me wonder \~hnt is at thc,n.nturc of1f1e issue.

b. You ·were given a cl~r path on 2 J1,1ly 1020 to requallty SWO ~ngiqecrfog n11d then procec~ to woi:k tht0l1gh the SWO qualification pipeline. You squandered the study time afforded you on lca\'e, tailed to study and disc,uss Engineering concepts with CHENG and MPA anytime in the month of July; whfch resulted in.a. delayed requnlification dale of 181-\ugust 2020. Si11cc that tin1e. you have en)y scheduled one SWO Junior Officer (JO) Boc\l'.d·on '8 $cpte111ber ;2020. which )'OU failed (Jue to lack of preparation. A~ditionally, you did not disc\1~s with tbe Junior Offkers what infom1ation would be expe¢ted on ihe JO murder .board.

c. Yo1,1 w~re assigned to con1ple1e DC PQS jQS, 309, and 3 l8 in add.ition to others when you ch~ked onboard. During two deployments, a sustainment period. and II yard period you failed to complete the PQS, which .in total would only take se\ien weeks total. Your consistent excuses will no longer be tol~rated. Other di\'ision o(ficers were ·able to meet and get these quali tications without as ti1any exceptions as you have been provided. It is clear that your qualific11tions are not a ,priority for you.

d. On 25 Au~st 2020 }.'OU signed affinning you wjlt complete your DC PQS 308 and 309 by 26. August '2020. Not only did that due date pass without completion, but you failed to update the Senior Watch Officer. With repeated reminders frotu your Department Head (DH) .it Slill took.you.26 days, until 21 September 2020, to upclate the Senior Wa~ch Officer and discuss your qua_lification path.


YQur last 1.1pdate to the Senior Watch OOicerand yo~r ,DH was on 23 September2020 and there•is.still not update or progress on yot!f DC PQS.

e. On.9 October 2020, you weree:<pecte,d 'to 1'ave a second $WO JO murder Board but cancelled at the last min\ne bt;9ause you did noJ feet· read5• and did notrtin_,g to prep,are. When yoll were ~i,.:en an additional 30 day~, ~ou failed to manage your time adequately to. study 4ndependently and: agaitJ, did nt>( di,iicuss any material of the board with the Second Tour Ojvis'ion Officers.th,lll are willing to help you get ~hrough yo1,1r mi.le~.tone quµlificatiol).

4. Regardless, you have been onboard FORRf~ST SJ:,JERMAN since No~·ember 2018 ;tnd two g.eploy11,1ents. Jn that ti1ne you ha,{e been allotted significant time to study and prepare, yet 1 &ssess your o,•c~ll lev~I .of knowledge as belo"· a,·crtig~. Based on my assessment of your proficie·ncy, leadership1

maturity and Je,·el of kno,,•ledgc·as a di\'ision offiCl!r: nt this time I do not belie\·e you are on n clear p.nl11 to obtaining yol)I' SWO qualfticittion. You hiwe 1101 exhibited thematurhy or le\'el of knowledge.needed to be a SWO ttlld an etTectiVe Divi$'i9n Offtcett

S.. The follo,\'illg correcti\•e actions will be t~ken:

a. You wili complete DC PQS 30.8 and 3,09-by 26 October 2020, DC 318 by 30 October 20i0~ and ATIWO'by 13 Novcmb·er 2Q20. You will schedule an SWO JO murder hoard and complete ~JO murder boarp c,·ery week until you pass.

b. Upon completing a SWO JO murdc.r board rour DH board will b~ one \\'~ck l&ter i,nd your Commanding Officer b()nrd "'ill be·two weeks from the completion of the SWOJO board.

6. Your actions., r~ponse.~ .to issues, and decision makiqg as a Division Officer must il)lpro,:e if >461.! expect to qualify as a SWO aod succeed in the fututc. Fn-ilure to improve your performance and conduct yourself professionally will .result .in your removal of from the SWO.qualificatiou process and,,,Surfoce Warfare Non-attainment.

7. This ,letter is designed to, aid yoLI in correcting defi!:ii~ncies ii} your perfotmance as dcscribe<l.a~o,'e, The entire chain of command is cM1ilabJe to assist. you in any ,vay possible. I fully expect you· will conduct yo.urself in a manner that is conducJ~•c wlth the .r~sponsib.ilities t1nd authority l have entrusted in you,. If you ha~•e questions or wish to discuss ihis or rmy other matter furth~r. the Executive Officer or 1 am always il\'ail~blt.,

Copy to: Exeeutive Offi,cer Senior Watch Officer

2

.,,--....

US.DEPT OF DEFENSE

Comments

DEOCS

ORGANIZATIONAL EFFECTIVENESS

Registration:

Unit:

Commander:

Survey Administrator: Survey Dates: Group Name:

RegistraionName

USS FORREST SHERMAN (DOG 98)

Frank Azzarello

2020-11-02 - 2020-11-23 All

Cl US.DEPT OF DEFENSE

DEOCS


(b) (5)

(b)(5)

(b) (5), (b) (6)

(b) (5), (b) (6)

Registration: Unit: Commander: Survey Administrator: Survey Dates: Group Name:

RegistraionName USS FORREST SHERMAN (ODG 98) Frank AzzareUo

... 2020-11-02 - 2020-11-23 All

U.S.DEPTOF DEFENSE

DEOCS


(b) (5), (b) (6)

(b) (5)

(b)(5)

(b)(5)

Registration:

Unit:

Commander:

Survey Administrator:

Survey Dates:

Group Name:

RegistraionName


Frank Azzarella

2020-11-02 - 2020-11-23

All

US.DEPT OF DEFENSE

DEOCS


(b) (5)

Registration: Unit: Commander: Survey Administrator: Survey Dates. Group Name:

RegistraionName USS FORREST SHERMAN {DOG 98) Frank Azzarello

rmmllll 2020-11-02- 2020-11-23 All

US.DEPT OF DEFENSE

DEOCS


(b) (5)


RegistraionName USS FORREST SHERMAN (DDG 98) Frank Azzarella

2020-11-02 - 2020-11-23 All

a US.DEPT OF DEFENSE

DEOCS


{b)(S)

Registration:

Unit:

Commander:


Survey Dates:

Group Name:

RegistraionName

USS FORREST SHERMAN {DDG 98)

Frank Azzarella

rmmllll 2020-11-02 - 2020-11-23

All

US.DEPT OF DEFENSE

DEOCS


Registration: Unit Commander: Survey Administrator: Survey Dates: Group Name:

RegistraionName USS FORREST SHERMAN (DOG 98) Frank Azzarello

2020-11-02 - 2020-11-23

All

Ct US.DEPT OF DEFENSE

DEOCS


Registration: Unit: Commander: Survey Administrator: Survey Dates; Group Name:

RegistraionName USS FORREST SHERMAN (DDG 98} Frank Azzarello

rmmlll 2020-11-02 - 2020-11-23 All

.._

C, U.S,DEPTOFDEFENSE

DEOCS


Registration:

Unit:

Commander:


Survey Oates:

Group Name:

RegistraionName


Frank Azzarello

mm. 2020-11-02 - 2020-11-23

Atl


DEOCS


Registration:

Unit:

Commander:

SuNey Administrator:

Survey Dates:

Group Name:

RegistraionName

USS FORREST SHERMAN (DDG 98)

Frank Azzarello

tmmllll 2020-11-02 - 2020-11-23

All

US.DEPT OF DEFENSE

DEOCS


(b) (5)

Registration:

Unit:

Commander:


Survey Dates:

Group Name:

RegistraionName


Frank Azzarello

2020-11-02 • 2020-11-23 All

Q US.DEPT OF DEFENSE

DEOCS


(b) (5)

Registration:

Unit:

Commander:


Survey Oates:

Group Name:

RegistraionName


Frank Azzarella

rmmlll 2020-11-02- 2020-11-23

All

U.S.DEPTOF DEFENSE

DEOCS




2020-11-02 - 2020-11-23 All

EQUAL OPPORTUNITY/EQUAL EMPLOYMENT OPPORTUNITY/FAIR T'REATMENT

(b) (5), (b) (6)

C, US.DEPT OF DEFENSE

DEOCS

Registration:

Unit:

Commander:


Su!Vey Dates:

Group Name:

RegistraionName

USS FORREST SHERMAN (DDG 98) Frank Azzarello

rmmllll 2020-11-02 - 2020-11-23

All

EQUAL OPPORTUNITY/EQUAL EMPLOYMENT OPPORTUNITY/FAIR TREATMENT

U.S.DEPTOF DEFENSE

DEOCS

Registration: Unit: Commander:

Survey Adrninistrator: Survey Dates: Group Name:


2020-11-02 - 2020-11-23 All

EQUAL OPPORTUNITY/EQUAL EMPLOYMENT OP·PORTUNITY/FAIR TREATMENT

US.DEPT OF DEFENSE

DEOCS

Registration: Unit:

Commander: Survey Administrator: Survey Dates: Group Name;

RegistraionName USS FORREST SHERMAN (DDG 98} Frank Azzarello

2020-11-02 - 2020-11-23

All


U.S.0EPTOF DEFENSE

DEOCS


RegistraionName USSFORRESTSHERMAN(DDG9� Frank Azzarello

2020-11-02 - 2020-11-23 All


Ct U.S. DEPT OF DEFENSE

DEOCS


RegistraionName USS FORREST SHERMAN (DDG 98) Frank Azzarello

2020-11-02 - 2020-11-23

All

EQUAL OPPORTUNITY/EQUAL EMPLOYMENT OPPORTUNITYfFAl•R TREATMENT

(b) (5)

SEXUAL ASSAULT PREVENTION AND RESPONSE

(b) (5)

US.DEPT OF DEFE,NSE

DEOCS

Registration: Unit:

Commander: Survey Administrator: Survey Dates: Group Name:

SEXUAL ASSAULT PREVENTION AND RESPONSE

(b)(5)

COMMENT


2020-11-02 - 2020-11-23 All

US.DEPT OF DEFENSE

COMMENT

(b) (5)

DEOCS



DCDII 2020-11-02 - 2020-11-23 All

U.S.DEPTOF DEFENSE

COMMENT

DEOCS

Registration: Unit:

Commander: Survey Administrator: Survey Dates: Group Name:

RegistraionName USS FORREST SHERMAN (DOG 98)

Frank Azzarello

2020-11-02 - 2020-11-23

All


COMMENT

(b) (5)

DEOCS


RegistraionName USS FORREST SHERMAN {DDG 98) Frank Azzarello

[lRCjJII 2020-11-02 - 2020-11-23 All

--

-

US.DEPT OF DEFENSE

COMMENT

DEOCS

Registration: Unit: Commander:

Survey Administrator: Survey Oates: Group Name:

RegistraionNarne USS FORREST SHERMAN {DDG 98)

Frank Azzarello

2020-11-02 - 2020-11-23 All

C! US.DEPT OF DEFENSE

COMMENT

(b) (5)

(b)(S)

DEOCS



~ 2020-11-02 - 2020-11-23 All

U.S.DEPTOF DEFENSE

COMMENT

(b) (5), (b) (6)

(b) (5)

DEOCS


RegistraionName USS FORREST SHERMAN {DDG 98) Frank Azzarella -2020-11-02 - 2020-11-23 All

C, U.S. DEPT OF DEFENSE

COMMENT

(b) (5), (b) (6)

DEOCS

Registration: Unit: Commander: Survey Administrator:

Survey Dates: Group Name:


~ 2020-11-02 - 2020-11-23 All

U.S.DEPTOF DEFENSE

COMMENT

(b) (5), (b) (6)

DEOCS


RegistraionName USS FORREST SHERMAN (DOG 98) Frank Azzarello -2020-11-02 - 2020-11-23 All


DEOCS


Commander Selected Short Answer Questions


~ 2020-11-02 - 2020-11-23 All

Briefly list the sources of job related stress you experience, from the greatest source to the least.

(b) (5)

(b) (5)

(b) (5)

(b) (5)

(b)(5)

(b)(5)

(b) (5)

(b)(5)

(b) (5)

(b) (5)

(b) (5)

(b) (5)

(b)(5)

(b) (5), (b) (6)

US.DEPT OF DEFENSE

DEOCS


RegistraionName USS FORREST SHERMAN (DOG 98) Frank Azzarella

meta 2020-11-02 - 2020-11-23 All


(b)(5)

(b) (5), (b) (6)

(b) (5), (b) (6)

(b) (5)

(b) (5)

(b) (5)

(b) (5)

C, U.S. DEPT OF DEFENSE

DEOCS



~ 2020-11-02 - 2020-11-23 All


(b) (5)

(b) (5)

(b) (5), (b) (6)

(b) (5), (b) (6)

(b)(5)

(b) (5)

mm (b) (5)

(b) (5), (b) (6)

(b) (5)

U.S.DEPTOF DEFENSE

DEOCS


Registraion Name USS FORREST SHERMAN (DOG 98) Frank Azzarello

rem. 2020-11-02 - 2020-11-23 All


(b) (5)

(b) (5), (b) (6)


DEOCS


RegistraionName USS FORREST SHERMAN (DDG 98) Frank Azzarello -2020-11-02 - 2020-11-23 All


(b) (5)

(b) (5)

(b) (5), (b) (6)

(b)(5)

(b) (5)

tG>tm ml

(b) (5)

(b) (5)

(b) (5)

(b)(5)

(b) (5)

(b)(5)

U.S.DEPTOF DEFENSE

DEOCS



~ 2020-11-02 - 2020-11-23 All


(b)(5)

(b)(5)

(b)(5)

(b)(5)

(b) (5)

(b) (5)

(b) (5)

(b) (5)

(b) (5)

(b) (5)

(b) (5)

(b) (5)

(b) (5)

US.DEPT OF DEFENSE

DEOCS

Registration: RegistraionName Unit: USS FORREST SHERMAN (DOG 98) Commander: Frank Azzarello Survey Administrator: ~ Survey Dates: 2020-11-02 - 2020-11-23 Group Name: All

Briefly list the sources of job related stress you experience, from the greatest source to the least. --(b) (5)

(b) (5)

(b)(5)

(b) (5)

(b) (5)

am (b) (5)

(b) (5)

(b) (5)

(b) (5)

(b) (5)

(b) (5)

(b) (5)

(b) (5)

(b) (5)

(b) (5)

US.DEPT OF DEFENSE

DEOCS



romall 2020-11-02 - 2020-11-23 All


(b) (5)

(b) (5)

(b) (5)

(b) (5)

(b) (5)

(b)(5)

How has communciation changed in the unit since last year?

(b)(5)

(b) (5)

(b) (5)


DEOCS



am. 2020-11-02 - 2020-11-23 All


(b) (5)

(b) (5)

(b) (5)

(b) (5)

(b) (5)

(b) (5)

Q U.S.DEPTOF DEFENSE

DEOCS


RegistraionName USS FORREST SHERMAN (DDG 98) Frank Azzarella ... 2020-11-02 - 2020-11-23 All


(b) (5)

(b) (5)

(b) (5)

(b) (5)

(b) (5)

(b)(5)

(b) (5)

(b)(5)


DEOCS


RegistraionName

USS FORREST SHERMAN (DOG 98) Frank Azzarello

~ 2020-11-02 - 2020-11-23 All


(b) (5)

(b) (5)

(b)(5)

--(b) (5)

(b) (5)

(b) (5)

US.DEPT OF DEFENSE

DEOCS



mm. 2020-11-02 - 2020-11-23 All


(b) (5)

(b) (5)


DEOCS



rmm. 2020-11-02 - 2020-11-23 All


(b) (5)

(b) (5)

(b)(5)

(b)(5)

How is the overall climate of this unit, compared to one year ago? Please explain.

(b)(5)

A US.DEPT OF DEFENSE

DEOCS



mall 2020-11-02 - 2020-11-23 All


(b) (5)

(b)(5)

(b) (5)

(b) (5)

milll

(b) (5)

(b) (5)

(b) (5)

(b)(5)


DEOCS



~ 2020-11-02 - 2020-11-23 All


(b) (5)

tmtE>I tmn>I tG>M (b)(5)

(b) (5)

(b) (5) (b)(5)

(b) (5)

(b) (5)

(b) (5)

(b)(5)

U.S.DEPTOF DEFENSE

DEOCS



mall 2020-11-02 - 2020-11-23 All


(b) (5)

(b) (5)

(b) (5)

(b) (5)

(b) (5)

(b) (5)

(b) (5)

(b) (5)

~ (b) (5)

(b) (5)

(b)(5)

US.DEPT OF DEFENSE

DEOCS



mm. 2020-11-02 - 2020-11-23 All


(b) (5)

(b) (5)

(b) (5)

(b) (5)

(b)(5)

U.S.DEPTOF DEFENSE

DEOCS



tmmlll 2020-11-02 - 2020-11-23 All


(b) (5)

a U.S.DEPTOF DEFENSE

DEOCS



~ 2020-11-02 - 2020-11-23 All


(b) (5)

(b) (5)

(b)(5)

If communication breaks down In this unit, where do you see it happening?

(b)(5)

(b) (5)

(b) (5)

(b)(5)

(b) (5)

(b) (5)

Q U.S.DEPTOF DEFENSE

DEOCS



~ 2020-11-02 - 2020-11-23 All

If communication breaks down in this unit, where do you see it happening?

(b) (5)

(b) (5), (b) (6)

(b) (5)

(b) (5)

(b) (5)

(b) (5)

(b) (5)

(b) (5), (b) (6)

(b) (5)

(b) (5)

(b) (5)

(b) (5)

(b)(5)

(b)(5)

(b) (5)

(b) (5)


DEOCS



~ 2020-11-02 - 2020-11-23 All


(b) (5)

(b) (5)

(b) (5)

(b)(5)

(b) (5)

(b)(5)

(b) (5)

(b) (5)

(b) (5)

US.DEPT OF DEFENSE

DEOCS



m,ma 2020-11-02 - 2020-11-23 All


(b) (5)

(b) (5)

(b) (5)

(b) (5), (b) (6)

(b)(5)

(b)(5)

(b)(5)

(b) (5)

(b) (5)

(b)(5)

(b)(5)

(b)(5)

C, US.DEPT OF DEFENSE

DEOCS


RegistraionNarne USS FORREST SHERMAN (DOG 98) Frank Azzarello

~ 2020-11-02 - 2020-11-23 All


(b) (5)

(b) (5)

(b) (5)

(b) (5)

(b) (5)

(b) (5)

(b) (5)

(b) (5)

(b) (5)

What ONE change would you make that you feel would improve the unit's OPTEMPO issues?

(b)(5)

(b)(5)

(b)(5)

(b)(5)

US.DEPT OF DEFENSE

DEOCS



am. 2020-11-02 - 2020-11-23 All


(b) (5)

(b) (5)

(b) (5)

(b) (5)

(b) (5)

(b) (5)

(b) (5)

(b) (5)

US.DEPT OF DEFENSE

DEOCS


RegistraionName USSFORRESTSHERMAN{DDG9~ Frank Azzarello

rmmlll 2020-11-02 - 2020-11-23 All


{b) (5), (b) (6)

(b)(5)

U.S.DEPTOF DEFENSE

DEOCS



mm. 2020-11-02 - 2020-11-23 All


(b)(5)

(b)(5)

(b)(5)

(b) (5)

(b) (5)


DEOCS


RegistraionName USS FORREST SHERMAN (DOG 98) Frank Azzarella -2020-11-02 - 2020-11-23 All


(b)(5)

(b)(5) (b) (5)

(b) (5)

(b)(5)

(b)(5)

(b) (5)

(b) (5)

U.S.DEPTOF DEFENSE

DEOCS



~ 2020-11-02 - 2020-11-23 All


(b) (5)

(b) (5)

(b) (5)

(b) (5)

(b)(5)


DEOCS

Registration:

Unit:

Commander:


Survey Dates:

Group Name:

RegistraionName

USS FORREST SHERMAN (ODG 98)

Frank Azzarello

2020-11-02 - 2020-11-23

All


) )

Defense Organizational Climate Survey (DEOCS)

PDF Download

11/25/2020

Unit: USS FORREST SHERMAN (DDG 98) I Survey Date: 11/02/2020 -11/23/2020 I Report: Overall Unit

About

Heading

O,erview

Navigating lhe Dashboard

Index

Making Climate Assessment Results Work for Your Organization

24 rowstolal

Description

Carelul deliberation should be taken prior to making any management or disciplinary decisions based solely on the survey results.

The Defense Organizational Climate Survey (DEOCS) dashboard provides valuable Information aboul members' perceptions of lhe organization's climate. Your organization's DEOCS results may display both organizational strengths and concems. It Is important to review all sections in this dashboard. Doing so can help create a more complete picture, help validate potential areas of concern, and determine if the apparent climate of your organization or any subgroup(s) warrants further action.

Addilional methods, such as focus groups, observations, and reviews of records. can be used to learn more about issues idenlified In the survey, including clarification of perceptions of climate factors, reasons why these perceptions exist, and suggestions for improvement.

While the DEOCS is open, use the Response Rate tab to monitor the number of people that have completed the survey to date. This tab will display an up-to• date response rate, the number of completed surveys by day, and a table of current and historical response rates for all surveys you have administered.

Once the DEOCS is closed and your results are generated, start by reviewing the Summary and Primary Climate Factors tabs for an overall picture of your organization's results. These tabs will display results for the three main climate factors measured on the DEOCS: organizalional effectiveness, equal opportunity (EO) / equal employment opportunity (EEO) / fair treatmenl, and sexual assault prevention and response (SAPR).

The Primary Climate Facio rs tab contains a section filter menu that you can use to explore the Factor Results for all of the primary climate factors. as well as the Demographic Comparisons, which will display results by key demographic categories (e.g., men/women, enlisted/officer, and supervisory/non-supervisory). Use these results to determine Whether diminished perceptions of cl I mate I actors are more prevalent among specific groups, and the sources of those pe<ception&

Use the Secondary Climate Factors tab to explore addilional results related to connectedness, sexual assaull reporting knowledge, bystander intervention. unwanted workplace experiences, haZing, and bullying.

The Secondary Climate Factors lab contains a section fitter menu that you can use to explore the Factor Results for all of the secondary climate factors. as well as the LOO questions, which will display results for any custom multiple choice questions that were ine1uded on your DEOCS.

Review the Item Summary lab 10 find more detailed results for the questions related to the primary climate factors on your DEOCS.

The Download tab contains three oplions that allow you to download an overall unit report executive report (includes overall unit results and subgroup results In one report), and subgroup/subunit reports, if applicable. Use the "Report" filter on this tab to select the type of report you need.

The Comments Download tab allows you to download a PDF copy of all comments and custom short answer questions that may have been Included. Commenl reports can be generated for the overall unit or for subgroups. Use lhe "Report· filter on this tab to select the lype of report you need.

The blue Quick links butlon provides more informalion aboul most of lhese labs and also contains links to resources on 1i1111• 11wwwge1t11 :1c:<a11Jwom,11m .m ,01-10 So!yto0n,.JA2S·Hun111

For more help navigating the dashboard or to find information on the features and funclionality of !he dashboard, go to the home page of the DEOCS portal and click on the question mark icon in the upper, rig hi corner of the screen.

Addilionalinformation for many of lhetablesand graphs in this report can be found on the last page in the Index table. Each applicable table or graph will have an Index number above It. Match this Index numbe< to its description In the Index Reference Table on the ve<y last page of the report 10 find more detailed information about whal is shown.

1. Share the results with members of your organizalion.

2. Involve key leaders; tel members know you are acting on their feedback.

3. U needed, establish an action team to develop and implement a plan for organizational improvement

2

Heading

Assessment to Solutions

Contact Information

24 rows k>tal

Description

For information regarding climate factors, focus group/interview questions, and/or additional materials to assist with action planning, please visit "Assessment to Solutions" at: hllQS //WWWdN{'(l <.'OlllUf\: m,t/A,s,,,. .. ll"fll-lO•S<>lvllOM/A2S H9roo

Assessment to Solutions was created to support leaders and equal opportunity professionals throughout the cUmate assessment process. It provides products that help Identify appropriate follow-on climate assessment efforts, aid in the development of an action plan to rectify workplace conditions that negatively Impact climate, and training materials that can be incorporated In an action plan.

The Assessment to Solutions area parallels the main assessment sections of the DEOCS, which include organizational effectiveness, EO/EEO/fair treatment, and SAPR. Each area further addresses each climate factor included in the section, and provides a host of products for each.

The DEOCS Help Desk is available to assist you and can be reached at:

1-833-867-5674

)

3

Response Rate Total in Unit Total Surveys Returned Total Incomplete Surveys

43°/o 301 130 35

4

( \

)

Top 3-Climate Factors with Highest Favorability Ratings

SA Response Climate

~ O> a, SA Prevention Climate iii ()

SA Retaliation Climate

0% 10% 20% 30%

)

40% 60% 70% 80% 90% 100%

Percent ,I,

5

Bottom 3 - Climate Factors with Lowest Favorability Ratings

Job Satisfaction

~ Cl Cl) Organizational Processes «I (.}

Inclusion at Work

0%

2ft

10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

Percent 1'

6

Organizational Effectiveness

Your unit's overall favorability ratings for Organizational Effectiveness are displayed below. See Index 1.1 for more info.

Organizational Performance 54%

Trust in Leadership

Engagement 45%

0 senior Leadership 42% tl (1)

LL.

~ (1)

-~ Group Cohesion 42% u

Commitment 37%

Organizational Processes 28%

Job Satisfaction 28%

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

Percent+

7

EO/EEO/Fair Treatment

Your unit's overall favorabi!ity ratings for EO / EEO / Fair Treatment are displayed below. See Index 1.2 for more info.

SH Retaliation Climate 66%

Sexual Harassment 63%

0 0 ca u.. Cl)

cii E 0

Discrimination 61%

Inclusion at Work 36%

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

Percent ,&,

8

)

Sexual Assault Prevention & Response

Your unit's overall favorability ratings for Sexual Assault Prevention and Response are displayed below. See Index 1.3 for more info.

0 ti ro

SA Response Climate

u. SA Prevenllon Climate ! ro .s 0

SA Retaliation Climate

0% 10% 20% 30%

80%

69%

67%

40% 50% 60% 70%

Percent ,I,

80% 90% 100%

9

How to Interpret Color Coding

LowRange

High Range

2 rows total

Improvement Needed

0%

'99%

Caution

50%

690/o

Adequate

700/o

89%

Excelent

90%

I~

Data Not Reportable

10

( {

)

Organizational Effectiveness Your unit's overall favorabillty ratings and the demographic comparisons between ratings are displayed below. See Index 2.1 for more info.

Catego,y Commtt.ment Senior Le.adershjp Organization Perlormanco Gro~ Cohosion Trust in Lcadciship Job Satisfaction Organization Process Engagement

Overall 37% 42% 54% 42% 50% 28% 28% 45%

Majority 46% 48% 56% 47% 57% 27% 30% 45%

Minority 36% 46% 58% 39% 53% 34% 30% 47%

Women 30'% 37% 48% 34% 38% 25% 10% 27%

Men 40% 44% 56% 45% 55% 30% 34% 51%

Enlisted 37% 42",1, 53% 42% 49% 30% 27% 44%

Officer 37% 47% 59% 45% 62"/o 20% 29% 51%

Junior Enlisted

Senior Enlisted

Junior Officer

Military

11rowstotal

11

Equal Opportunity/ Equal Employment Opportunity/ Fair Treatment Your unit's overall favorability ratings and the demographic comparisons between ratings are displayed below. See Index 2.2 for more info.

Category Inclusion Dlscnmlnation Sexual Harassment Sexual Harassment

Retaiation CRmate

Overall 36% 61% 63% 66%

Majority 42% 72"/o 72% 81%

Minority 36% 53% 60% 50%

Women 25% 39% 49% 59%

Mon 40\lo 69% 69% 69%

Enlisted 35% 60% 62% 64%

Office, 44o/o 56% 71'i'o 84%

Junior Enlisted 33'\'o 59% 60% 62%

Senior Enlisted 503/o 71% 84% 77%

Junior Office,

Milttary

ltrowstotal

12

Sexual Assault Prevention & Response Your unit's overall favorability ratings and the demographic comparisons between ratings are displayed below. See Index 2.3 for more info.

Calegory Sexual A$,ault Sexual A$aaull Sexual Assaub Prevention Climate Response Clmate Retar:atlon Climate

Oveiali 69% 80% 67%

Majority 77% 89% 82%

Minority 64% 79% 52%

Women 56% 65°/o 55%

Men 74% 86% 70%

Enliste<I 61% 78% 64%

Oflicer 82% 9.3% 79%

Junior Enlisted 65% 77% 63%

Senior Enlisted 88% 89% 77%

Junior Officer

Military

11,owstolal

13

Connectedness Your unit's overall tavorability ratings and the demographic comparisons between ratings are displayed below. See Index 2.4 tor more info.

Category

overall

Majority

Minority

Women

Men

Enlisted

Officer

Junior EnRsted

Senior Enlisted

Junior Ollicer

Military

11rowsto~

(

Connectedness

~;~~~~:~!~t~~~t\t}I1~fJ~!' ~jj:it2::::1:r £i:i11:t~Yt~:r

(

)

Connectedness (Overall)

Your unit's overall favorability rating of connectedness is displayed below. See Index 2.5 for more info .

.9 0

"' LL Connectedness .$ <ll .§ 0

0% 10% 20%

51%

30% 40% 50%

Percent

60% 70% 80% 90% 100%

15

Knowledge of Suicide Ideation, Attempts & Death

I know someone in my organization who has ...

Thought of suicide

C 0 ti Attempted suicide Q) ::, 0

Died by suicide 8%

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

Percent

16

}

Sexual Assault Reporting Knowledge The graph below displays the percentage of respondents who correctly or incorrectly answered each item. See Index 2.6 for more info.

Sexual Assault Response Coordinator can take restricted report.

Victim Advocate can take restricted report.

Military Service Healthcare Personnel can take restricted C ~M 0

~ Q) ::::J 0

Anyone in my chain of command/supervision cannot take restricted report.

Criminal investigator and/or military police officer cannot take restricted report.

Service members who report they were sexually assaulted are eligible for the service of a military

attorney.

0% 10% 20% 30% 40%

G Not sure/Do not know Incorrect • Correct

31%

21% 20%

21% 18%

6% 15%

25% 18%

% 27%

50% 60% 70% 80% 90%

Percent

100%

17

Bystander Intervention

Respondents who observed a high risk situation (i.e., one they believed was. or could have led to a sexual assault) within the past 12 months

Observed a high risk situation - 5% (5%)

Did not observe high risk situ ... - 95% (95%)

18

)

Reported Actions Taken Following High Risk Situation For those individuals who observed a high risk situation, they were asked to choose the response that most closely resembled their actions.

Response

I asked the person who appeared to beat risk if they needed help.

I created a distraction to cause one or more of the people to disengage from the situation.

I asked others to step In asa group and diffuse the situation.

I stepped in and separated people involved in the situation.

4 rows total

Percent

50%

17%

17%

17%

)

19

Unwanted Workplace Experiences

The graph shows the percentage who said that someone from their workplace did any of the following actions to them. See Index 2.7 for more info.

100%

-C Q) 0

i

80%

60%

40%

20%

0%

15%

9% 6%

Embarrass, anger, or upset you by repeatedly

suggesting that you do not act like a man/woman is

supposed to?

12%

5% 2%

Intentionally touch you in a sexual way when you did not

want them to?

30%

8%

Make repeated attempts to establish an unwanted

romantic or sexual relationship with you?

Question 1'

Overall Men Women

33%

13%

5%

Make repeated sexual comments about your

appearance or body that made you uncomfortable,

angry, or upset?

24%

12%

7%

Repeatedly tell sexual "jokes" that made you

uncomfortable, angry, or upset?

(

20

J )

Hazing

Percentage who said individuals are pressured to do the following acts as an initiation process at their workplace. See Index 2.8 for more info.

C 0 :;::;

"' Q) ::, 0

N/A

Psychologically harmful acts

Physically harmful acts

Illegal or dangerous acts

9%

7%

5%

0%

84%

10% 20% 30% 40% 50% 60% 70% 80%

Percent ,I,

90% 100%

21

Bullying

Percentage who said individuals in their workplace who are seen as "different" are targets of the following. See index 2.9 for more info.

C 0

~ Q) :, 0

NIA

Psychological harm

Active attempts to damage their reputation

Aggression

Abusive or malicious pranks

Physical harm

0% 10% 20% 30% 40% 50% 60% 70%

Percent+

(

80% 90% 100%

22

)

Custom Multiple-Choice Questions (Locally Developed Questions or LDQs)

Category Name Question Strongly Disagree Disagree Neither Agree nor

Agree Strongly Agree Total Disagree

Communication/Flow of Commander's Calls/ All

Information hands effectively pass on 7%(8) 9%(11) 20%(24) 46%(54) 18%(21) 100%(118) information I need to know.

Communication/Flow of My immediate supervisor

Information explains things clearly to 8%(9) 18%(21) 21%(25) 40%(48) 13%(16) 100%(119) me.

Feedback and Recognition I am rewarded for my duty 42%(50) 22%(26) 15%(18) 18%(21) 3%(4) 100%(119) performance.

Leadership I would feel comfortable

Accessibility /Openness asking my immediate 18%(21) 11%(13) 14%(17) 38%(45) 19%(22) 100%(118) supervisor for help.

Physical Health/Well-being Illegal drug use is not a 30%(36) 29%(34) 24%(29) 13%(15) 4%(5) 100%(119) problem in this command.

The overall health of this unit Physical Health/Well-being is better now than one year 57%(68) 17%(20) 19%(23) 6%(7) 1%(1) 100%(119)

ago.

Members are well trained to recognize the signs of

Help Seeking Behaviors depression, suicidal 19%(23) 19%(23) 31%(37) 24%(29) 6%(7) 100%(119) thoughts, or Post Traumatic Stress Disorder (PTSD).

Inclusion In thisworkgroup, I am 13%(15) 18%(22) 23%(27) 34%(40) 13%(15) 100%(119) comfortable being myself.

Inclusion My coworkers treat meas a 8%(9) 12%(14) 23%(27) 41%(49) 17%(20) 100%(119) part of theworkgroup.

Stress/OPTEMPO I experience a high level of 3%(4) 2%(2) 8%(9) 13%(16) 74%(88) 100%(119) stress in this command.

10 rows total

23

Organizational Effectiveness: Commitment

Question Strongly Disagree Disagree Slightly Disagree Neither Agree nor

Slightly Agree Agree Strongly Agree Total Disagree

I feel like "part of the family" in this workgroup. 18%(24) 14%(18) 12%(16) 14%(18) 16%(21) 19%(25) 6%(8) 100%(130)

This workgroup has a great deal of personal meaning to me. 20%(26) 24%(31) 8%(11) 12%(16) 14%(18) 15%(20) 6%(8) 100%(130)

I feel a strong sense of belonging to thisworkgroup. 19%(25) 24%(31) 10%(13) 12%(16) 14%(18) 16%(21) 5%(6) 100%(130)

3 rows total

(

) )

Organizational Effectiveness: Senior Leadership



My senior leader puts processes in place to facilitate the 21%(27) 16%(21) 7%(9) 12%(15) 21%(27) 17%(22) 7%(9) 100%(130) sharing of information throughout the organization.

My senior leader clarifies our organization's goals and 20%(26) 16%(21) 8%(10) 6%(8) 20%(26) 22%(29) 8%(10) 100%(130) priorities.

My senior leader communicates a clear vision for the future. 19%(25) 16%(20) 9%(11) 10%(13) 19%(24) 20%(26) 8%(10) 100%(129)

My senior leader listens to the concerns of the organization's 37%(48) 13%(17) 9%(12) 12%(16) 10%(13) 12%(16) 5%(7) 100%(129) military members/employees.

4 rows total

25

Organizational Effectiveness: Organizational Performance

strongly Disagree Disagree Slightly Disagree Neither Agree nor

Slightly Agree Agree Strongly Agree Total Question Disagree

When short suspense/tasks arise, people in my organization 21%(27) 8%(10) 6%(8) 9%(12) 16%(21) 22%(28) 18%(24) 100%(130) do an outstanding job in handling these situations.

My organization's performance, compared to similar 12%(16) 7%(9) 8%(11) 13%(17) 13%(17) 29%(38) 17%(22) 100%(130) organizations, is high.

My organization makes good use of available resources to 17%(22) 12%(15) 7%(9) 19%(25) 12%(16) 25%(33) 8%(10) 100%(130) accomplish its mission.

3 rows total

26

( (

) )

Organizational Effectiveness: Group Cohesion



My workgroup is united in trying to reach its goals for 18%(23) 12%(16) 9%(12) 14%(18) 16%(21) 22%(29) 8%(11) 100%(130) performance.

We all take responsibility for the performance of the 22%(28) 14%(18) 12%(16) 13%(17) 10%(13) 20%(26) 9%(11) 100%(129) workgroup.

If members of ourworkgroup have problems in the workplace, everyone wants to help them so we can get back 22%(28) 18%(23) 11%(14) 9%(12) 18%(24) 17%(22) 5%(7) 100%(130) on task.

3 rows total

27

Organizational Effectiveness: Trust in Leadership


Slightly Agree Agree strongly Agree Total Disagree

I can rely on my immediate supervisor to act in my 22%(28) 12%(15) 8%(11) 12%(16) 13%(17) 22%(29) 11%(14) 100%(130) organization's best interest.

My immediate supervisor follows through with commitments 16%(20) 11%(14) 10%(13) 15%(19) 14%(18) 24%(31) 11%(14) 100%(129) he or she makes.

I feel comfortable sharing my work difficulties with my 24%(31) 13%(17) 8%(11) 8%(10) 12%(15) 25%(32) 11%(14) 100%(130) immediate supervisor.

My immediate supervisor treats me fairly. 12%(16) 8%(10) 8%(10) 13%(17) 11%(14) 33%(43) 15%(20) 100%(130)

4 rows total

28

(

)

Organizational Effectiveness: Job Satisfaction



I like my current job. 32%(41) 17%(22) 8%(11) 9%(12) 14%(18) 12%(15) 8%(11) 100%(130)

I feel satisfied with my current job. 32%(41) 22%(28) 9%(12) 10%(13) 14%(18) 8%(10) 6%(8) 100%(130)

I am happy with my current job. 33%(43) 20%(26) 12%(16) 11%(14) 8%(11) 9%(12) 6%(8) 100%(130)

3 rows total

29

Organizational Effectiveness: Organizational Processes



Programs are in place to address military 28%(37) 12%(16) 8%(11) 18%(24) 16%(21) 13%(17) 3%(4) 100%(130) members'/employees' concerns.

Discipline is administered fairly. 35%(46) 18%(23) 13%(17) 11%(14) 9%(12) 12%(15) 2%(3) 100%(130)

Decisions are made after reviewing relevant information. 25%(32) 19%(25) 14%(18) 15%(19) 12%(15) 13%(17) 2%(3) 100%(129)

3 rows total

30

( ( (

) ) )

Organizational Effectiveness: Engagement



At my workplace, I am mentally resilient. 11%(14) 9%(12) 16%(21) 9%(12) 18%(23) 23%(30) 14%(18) 100%(130)

I am enthusiastic about my work. 29%(38) 13%(17) 11%(14) 13%(17) 14%(18) 14%(18) 6%(8) 100%(130)

Time flies when I am working. 19%(25) 8%(11) 7%(9) 20%(26) 12%(15) 21%(27) 13%(17) 100%(130)

3 rows total

31

EO/EEO/Fair Treatment: Inclusion at Work

Strongly Disagree Disagree Slightly Disagree Neither Agree nor


Coworkers are treated as valued members of the team 22%(28) 22%(29) 14%(18) 15%(19) 9%(12) 13%(17) 5%(6) 100%(129) without losing their unique identities.

Within my workgroup, I am encouraged to offer ideas on 17%(22) 12%(15) 8%(10) 17%(22) 19%(25) 23%(30) 5%(6) 100%(130) how to improve operations.

Military members/employees in my workgroup are 24%(31) 12%(15) 15%(19) 12%(16) 19%(25) 16%(21) 2%(3) 100%(130) empowered to make work-related decisions on their own,

Outcomes (e,g,, training opportunities, awards and recognition) are fairly distributed among military 33%(43) 17%(22) 6%(8) 18%(24) 8%(11) 12%(15) 5%(7) 100%(130) members/employees of my workgroup,

The decision-making processes that impact my workgroup 24%(31) 18%(23) 15%(20) 16%(21) 14%(18) 12%(15) 2%(2) 100%(130) arefair,

5 rows total

32

( ( (

) )

EO/EEO/Fair Treatment: Inclusion at Work These questions are negatively worded. Agreement with these items indicates an unfavorable response.

Question Strongly Agree Agree

I feel excluded by my workgroup because I am different. 7%(9) 6%(8)

1 rows total

Slightly Agree

8%(10)

Neither Agree nor Disagree

26%(34)

Slightly Disagree Disagree

10%(13) 26%(34)

)

Strongly Disagree Total

17%(22) 100%(130)

33

EO/EEO/Fair Treatment: Discrimination



Discrimination based on race/color/national origin does not 8%(11) 6%(8) 8%(10) 10%(13) 7%(9) 28%(37) 32%(42) 100%(130) occur in my workplace.

Discrimination based on religion does not occur In my 5%(6) 1%(1) 2%(2) 17%(22) 5%(6) 31%(40) 40%(52) 100%(129) workplace,

Discrimination based on sex does not occur in my 13%(16) 9%(12) 13%(17) 10%(13) 4%(5) 22%(28) 29%(37) 100%(128) workplace.

Discrimination based on sexual orientation does not occur in 9%(11) 5%(6) 3%(4) 19%(24) 5%(6) 25%(32) 36%(46) 100%(129) my workplace.

I believe I can use my chain of command/supervision to address concerns about discrimination without fear of 22%(28) 5%(7) 10%(13) 13%(17) 9%(12) 29%(37) 11%(14) 100%(128) retaliation/reprisal.

5 rows total

( ( (

) )

EO/EEO/Fair Treatment: Discrimination These questions are negatively worded. Agreement with these items indicates an unfavorable response.

Question Strongly Agree Agree Slightly Agree Neither Agree nor

Slightly Disagree Disagree Strongly Disagree Total Disagree

Racial slurs, comments, and/or jokes are used in my 8%(10) 5%(7) 12%(16) 15%(19) 9%(11) 26%(33) 26%(33) 100%(129) workplace.

Sexist slurs, comments, and/or jokes are used in my 9%(11) 8%(10) 12%(16) 16%(20) 9%(11) 22%(28) 26%(33) 100%(129) workplace.

2 rows total

35

EO/EEO/Fair Treatment: Sexual Harrassment



My chain of command/supervision adequately responds to 5%(6) 2%(3) 6%(8) 26%(34) 12%(16) 34%(44) 14%(18) 100%(129) allegations of sexual harassment.

My chain of command/supervision plays an active role in the 5%(7) 3%(4) 4%(5) 25%(32) 13%(17) 37%(48) 12%(16) 100%(129) prevention of sexual harassment.

2 rows total

36

( ( (

) )

EO /EEO /Fair Treatment: Sexual Harassment These questions are negatively worded. Agreement with these items indicates an unfavorable response.

Question Strongly Agree Agree Slightly Agree Neither Agree nor

Slightly Disagree Disagree Strongly Disagree Total Disagree

Individuals from my workplace use offensive gestures that 5%(6) 7%(9) 7%(9) 23%(29) 5%(6) 25%(32) 28%(36) 100%(127) are sexual in nature.

Individuals from my workplace have been offered rewards or special treatment in return for engaging in sexual 3%(4) 2%(2) 1%(1) 23%(29) 2%(2) 21%(27) 49%(63) 100%(128) behavior.

2 rows total

37

EO/EEO/Fair Treatment: Sexual Harassment Retaliation Climate In my work group, military members or employees who file a sexual harassment complaint would be ...



Excluded from social interactions or conversations. 25%(29) 30%(34) 6%(7) 24%(28) 7%(8) 3%(4) 4%(5) 100%(115)

Denied career opportunities (e.g., denied training, awards or 31%(36) 29%(34) 10%(12) 19%(23) 4%(5) 3%(4) 3%(4) 100%(118) promotions).

Blamed for causing problems. 28%(33) 28%(33) 6%(7) 23%(27) 7%(8) 3%(4) 4%(5) 100%(117)

Discouraged from moving forward with the complaint. 29%(34) 30%(35) 8%(10) 19%(23) 5%(6) 3%(4) 5%(6) 100%(118)

Disciplined or given other corrective action. 31%(37) 34%(40) 8%(9) 20%(24) 2%(2) 3%(3) 3%(3) 100%(118)

Subjected to insulting or disrespectful remarks or jokes. 28%(33) 29%(34) 9%(10) 21%(24) 6%(7) 3%(4) 4%(5) 100%(117)

6rowstotal

38

( (

)

SAPR: Sexual Assault Prevention Climate



My immediate supervisor models respectful behavior. 8%(10) 10%(12) 7%(9) 15%(19) 15%(19) 33%(41) 12%(15) 100%(125)

My Immediate supervisor promotes responsible alcohol use. 5%(6) 4%(5) 2%(2) 13%(16) 12%(15) 47%(59) 18%(22) 100%(125)

My immediate supervisor would correct individuals who refer to coworkers as 'honey," 'babe,' "sweetie," or use other 6%(7) 10%(13) 2%(2) 16%(20) 10%(12) 38%(47) 19%(24) 100%(125) unprofessional language at work.

My Immediate supervisor would stop individuals who are 7%(9) 5%(6) 2%(3) 19%(24) 11%(14) 39%(48) 16%(20) 100%(124) talking about sexual topics at work.

My immediate supervisor would intervene if an individual was receiving sexual attention at work (e.g., staring at 6%(7) 2%(2) 3%(4) 15%(18) 7%(9) 40%(49) 28%(35) 100%(124) someone's chest, standing too close, rubbing someone's shoulders).

My immediate supervisor encourages individuals to help others in risky situations that could result in harmful 6%(7) 8%(10) 1%(1) 15%(18) 13%(16) 35%(43) 23%(29) 100%(124) outcomes (e.g .. sexual assault, violence, or suicide).

6rowstotal

39

SAPR: Sexual Assault Response Climate



If a coworker were to report a sexual assault, my chain of 2%(2) 1%(1) 2%(2) 7%(9) 7%(9) 40%(50) 41%(51) 100%(124) command/supervision would take the report seriously.

If a coworker were to report a sexual assault, my chain of command/supervision would keep the knowledge of the 6%(8) 2%(3) 6%(7) 6%(8) 6%(8) 28%(35) 44%(55) 100%(124) report limited to those with a need to know.

If a coworker were to report a sexual assault, my chain of command/supervision would discourage military 5%(6) 4%(5) 4%(5) 10%(12) 7%(9) 31%(38) 40%(49) 100%(124) members/employees from spreading rumors and speculation about the allegation.

If a coworker were to report a sexual assault, my chain of command/supervision would promote healthcare, legal, or 2%(2) 1%(1) 2%(2) 13%(16) 11%(13) 34%(41) 37%(44) 100%(119) other support services to the reporter.

If a coworker were to report a sexual assault, my chain of command/supervision would support the individual for 4%(5) 0%(0) 2%(2) 20%(24) 11%(13) 31%(38) 32%(39) 100%(121) speaking up.

5 rows total

40

(

) )

SAPR: Sexual Assault Retaliation Climate In my work group, reporters of sexual assault would be ...



Excluded from social interactions or conversations. 29%(34) 25%(30) 6%(7) 25%(30) 6%(7) 3%(4) 6%(7) 100%(119)

Subjected to insulting or disrespectful remarks or jokes. 32%(38) 28%(33) 9%(11) 19%(23) 3%(4) 3%(3) 6%(7) 100%(119)

Blamed for causing problems. 30%(36) 27%(32) 6%(7) 23%(27) 5%(6) 3%(4) 7%(8) 100%(120)

Denied career opportunities (e.g., denied training, awards or 33%(39) 29%(35) 8%(9) 21%(25) 2%(2) 2%(2) 7%(8) 100%(120) promotions).

Disciplined or given other corrective action. 33%(39) 29%(34) 12%(14) 18%(22) 1%(1) 3%(4) 4%(5) 100%(119)

Discouraged from moving forward with the complaint. 31%(37) 30%(36) 5%(6) 24%(29) 3%(3) 3%(3) 5%(6) 100%(120)

6 rows total

41

Connectedness: Burdensomeness This question is negatively worded. Agreement with this item indicates an unfavorable response.

Question Strongly Agree

My future seems dark to me. 17%(22)

1 rows total

(

Agree Slightly Agree

16%(21) 15%(19)

(

Neither Agree nor Disagree

22%(28)

Slightly Disagree Disagree Strongly Disagree Total

4%(5) 19%(25) 8%(10) 100%(130)

(

Connectedness: Burdensomeness This question is negatively worded. Agreement with this item indicates an unfavorable response.

Question

These days, I think I am a burden on people in my life.

1 rows total

Very true for me

12%(15)

True for me Somewhat true for me

9%(12) 12%(16)

Somewhat untrue for me

7%(9)

Untrue for me

38%(49)

Not at all true forme

22%(28)

Total

100%(129)

Connectedness: Belongingness

Question

These days, I feel like I belong.

These days, I feel that there are people I can turn to in times of need.

2 rows total

Not at all true for me

12%(16)

11%(14)

Untrue for me

25%(33)

12%(15)

Somewhat untrue for me

21%(27)

11%(14)

Somewhat true for me

18%(24)

32%(41)

(

True for me

18%(24)

25%(33)

Very true for me

5%(6)

10%(13)

Total

100%(130)

100%(130)

Index Reference Use this table to find out more information about the visuals in this report.

Report Visual

Primary Climate Factor Organizational Effectiveness Results

Primary Climate Factor Equal Opportunity/ Equal

Results Employment Opportunity/ Fair Treatment

Primary Climate Factor Sexual Assault Prevention & Results Response

Demographic Comparisons Organizational Effectiveness

Equal Opportunity/ Equal Demographic Comparisons Employment Opportunity/

Fair Treatment

Demographic Comparisons Sexual Assault Prevention & Response

Demographic Comparisons Connectedness

Secondary Climate Factor Connectedness Results

Secondary Climate Factor Sexual Assault Reporting Results Knowledge

Secondary Climate Factor Unwanted Workplace Results Experiences

Secondary Climate Factor Hazing Results

Secondary Climate Factor Bullying Results

12 rows total

Index

1.1

1.2

1.3

2.1

2.2

2.3

2.4

2.5

2.6

2.7

2.8

2.9

Description

These factors help determine whether members support leadership in carrying out the organization's mission. Your unit's overall favorability ratings for Organizational Effectiveness are displayed in this graph. No data are displayed in cases where fewer than five people responded to the questions.

These factors help identify those social, personal, or institutional barriers that prevent pee pie from rising to their highest professional level. Your unit's overall favorability ratings for EO /EEO/ Fair Treatments are displayed in this graph. No data are displayed in cases where fewer than five pecple responded to the questions.

These factors help assess sexual assault response climate, prevention climate, and retaliation climate. Your unit's overall favorability ratings for Sexual Assault Prevention and Response are displayed in this graph. No data are displayed in cases where fewer than five pee pie responded to the questions.

These factors help determine whether members support leadership in carrying out the organization's mission. Your unit's overall favorability ratings are displayed in the first row. Demographic comparisons between favorabllity ratings are displayed in the subsequent rows. Refer to the "Primary Climate Factors" document In the Quick links menu of the online DEOCS reporting tool for more information on the color coding and resources to help Improve organizational effectiveness In your unit

These factors help identify those social, personal, or institutional barriers that prevent people from rising to their highest professional level. Your unit's overall favorability ratings are displayed in the first row. Demographic comparisons between favorability ratings are displayed in the subsequent rows. Refer to the "Primary Climate Factors" document in the Qulcklinks menu of the online DEOCS reporting tool for more information on the color coding and resources to help improve EO /EEO/ fair treatment in your unit.

These factors help assess sexual assault response climate, prevention climate, and retaliation climate. Your unit's overall favorability ratings are displayed in the first row. Demographic comparisons between favorability ratings are displayed in the subsequent rows. Refer to the "Primary Climate Factors" document in the Quicklinks menu of the online DEOCS reporting tool for more information on the color coding and resources to help improve sexual assault prevention and response In your unit.

Connectedness is defined as a frame of mind that reflects an individual's outlook on life and perceptions of belongingness, well-being, and social support. Your unit's overall favorability ratings are displayed in the first row. Demographic comparisons between favorability ratings are displayed in the subsequent rows. Refer to the "Primary Climate Factors" document in the Quickllnks menu of the online DEOCS reporting tool for more information on the color coding and resources to help improve connectedness in your organization.

Connectedness is defined as a frame of mind that reflects an individual's outlook on life and perceptions of belongingness, well-being, and social support. Your unit's overall favorability rating of connectedness is displayed in this graph.

Knowledge of sexual assault reporting was assessed by asking several questions about who can/cannot receive unrestricted reports and eligibility for a military attorney. This graph shows each item, worded as a true statement. The percentage of respondents who correctly endorsed the statement as being true are shown in green (i.e., "Correct'), the percentage who did not endorse the statement as being true are shown in yellow (i.e., "Incorrect"), and the percentage who indicated they did not know are shown in gray (I.e., 'Don't know").

Respondents were asked whether, under their current senior leader and within the last 12 months, someone from their workplace did any of the following actions to them. Percentage who responded 'yes" are displayed In this graph. No data are displayed if less than five pecple responded to a question or less than five men or women responded to a question.

The definitions of hazing was obtained directly from the Deputy Secretary of Defense Memorandum, "Hazing and Bullying Prevention and Response in the Armed Forces,' dated 23 December 2015. Respondents were asked if individuals in their workplace are pressured to engage in any of the following acts as part of an initiation or admission process (without a proper military or other governmental purpose); the percentage who responded "yes" are displayed in this graph. No data are displayed if less than five pee pie responded to a question.

The definitions of bullying were obtained directly from the Deputy Secretary of Defense Memorandum, 'Hazing and Bullying Prevention and Response In the Armed Forces,' dated 23 December 2015. Respondents were asked if individuals in their workplace who are seen as "different" are targets of any of the following actions; the percentage who respond end 'yes' are displayed in this graph. No data are displayed if less than five peep le responded to a question.

statement ICO CDR Azzarello

In either the spring or early summer of 2018, I came back to the Vella Gulf from an ID appointment for a new CaC. When I returned, one of my GM3's came to the office to say that XO (CDR Azzarella) wanted to see me in his stateroom. GM3 walked up with me, and when I entered XO's office he began to yell at me in front of my junior Sailor. He asked what spot check he was completing with GM3. I stated I was not aware of the check picked, and XO then asked GM3 which spotcheck he had picked. XO was angry that GM3 had approached him directly without giving him an opportunity to look at the 13 week report to select a spot check himself. I was not aware that GM3 had approached him without speaking with anyone in the direct chain of command, and when I explained that to XO he berated me some more for being a shitty DIVO and leader and told me to go get GMC. When I arrived with GMC, XO put GMC in front of me and began to berate him. Called him a piece of shit, worthless chief, bootcamp, compared time in service to him among other things. He got in his face and when Chief looked down XO began to say he gave him "a look" as in wanting to get physical with him. He .said that if it were up to him, GMC would be off the ship today, would be DFCd and would lose his anchors. The whole time this is taking place, GM3 was standing outside the door looking in and listening. He told him to get the fuck out and then close the door. He then got in my face and began to scream at me saying similar things to me. He said he expected way more because I was a prior and knew how shit was supposed to work. He jabbed his fingers into my collar bone and berated me some more. I don't recall there being any blood or bruising, but the area was definitely sore and tender. He then told me to get out and find WEPS, FCACM, our DLCPO, and CMC. He then went through all of the same things, with them sitting on the couch in his stateroom. When we were dismissed GMC and I went to the focsle and talked. He was in tears and said he wanted to get off the ship and hated his job. I talked him down and told him to go home for the day and I would take care of it. I went to --and explained all of this and asked what to do. He explained he had similar interactions with the XO and that he thought about submitting an IG report, but that he had heard nothing would come of it. He told me it was up to me, but he didn't know how it would impact me or my career. I chose not tb say anything. This all stemmed from a spot check from a third class who did not know the XO or his habits and did not report to the chain before approaching him. I spoke about it with my girlfriend, and with the other JO's in the 6man stateroom at the time, other than that I didn't talk about it.

Another instance was during deployment in 2017. He assembled all khaki on the fantail by MTS2 to berate every khaki on our poor leadership. He said he had rl.in by a bearing on some twine every day for 5 days and no one on the ship had moved it or dealt with it. He then saw a JO who had just gotten off bridge watch and was running and didn't hear the word passed for all khaki, so he had the word passed for ensign X, fantail. He told the OOD to pass the word just like that. She was a recent promote to LTJG and he wanted to pass for her as and ENS. When she came down he took the opportunity to humiliate her in front of every khaki on board. He then told us we would now have to post a watch next to the item until someone came forward and confirmed the equipment or item belonged to their dept/div.



From: Commanding Officer, USS FORREST SHERMAN (DDG 98) To: Commander, Naval Surface Force Atlantic

Subj: FORREST SHERMAN 90 DAY ASSESSMENT

UlO Ser DDG 98/376 3 Dec 19

I. I have been humbled to have. the privilege and responsibility to command USS FORREST SHERMAN (DDG 98). I did not fleet up and I assumed Command on 4 Septeinber 2019, three . hours before the hurricane SORTIE and ten days before FORREST SHERMAN departed Norfolk for a FIFTH Fleet deployment. We departe<l Norfolk as part ofa Surface Action Group. due to ai1 engineering casualty to USS HARRY S. TRUMAN (CVN 75). For the past three months FORREST SHERMAN has executed security and presence operations in the North Arabian Sea, Gulf of Oman, and Southern Arabian Gulf (SAG), conducting several Strait of Hormuz escort missions, and Visit, Board, Search, and Seizure Operations in support of Operation NEXUS GUARD and SENTINEL in the GulfofOman and SAG. lam incredibly ptoud.ofhow the ship and my crew have performed during our operations in the FIFTH Fleet Area of Responsibility (AOR) as my crew is motivated and continues to embrace the high operational tempo and I feel we are prepared to respond to tasking wherever needed.

2. The following is an assessment ofFORREST SHERMAN's overall readiness approaching my first 90 days in Command:

a. Manning

(1) We are cu1Tently at 93% Fit and .104% Fill. This includes 18. temporary additional duty personnel from other commands and two operational holds, seven of which are E-6 and senior. In my Wardroom, I am currently gapped my Chief Engineer (LIMDU), Plans and Tactics Officer (LIMDU), and Damage Control Assistant, but.have received orders on all replacements. My top manning concern is the gap in Chief Petty Officer leadership, especially within my Engineering Department. My GSCS (Top Snipe) billet has been gapped for twelve months with no relief in sight. Additionally, during my time onboard I have not had a GSMC within my Engineering Department. Initially this was .due to a light duty situation that ultimately became a LIMDU loss. The lack of any GSMC-level leadership has negativ:ely iinpa:cted the level of technical expertise and resulted in a lack of senior leaders to train and mentor my young engineers and to enforce good engineering practices. We have been ableJo ORDMOD and bring in a GSMC earlier than anticipated in late Dece1uber 2019 to help alleviate the shortfalls; however, my Executive Officer and I focus a large 1:tmount of our time being involved. in the spaces.

(2) In addition to the gaps in Engineering Department, I am currently gapped an LSC, GMC, FCC, and QMC with aft FCC relief in March 2020 and GMC relief in May 2020

Subj: FORREST SHERMAN 90 DAY ASSESSMENT

identified. All of these Chief Petty Officer gaps have had a direct impact in establishing and maintaining standards in their respective divisions and departments and are some of the areas we struggle in. I am also facing the reality that the TEMADD personnel that have augmented my manning will be departing at the end of deployment.

b. Training

(I) My initial assessment is FORREST SHERMAN suffered from Operational Overconfidence; whereas she had performed so extremely well as an Alternate Air Warfare Commander (XC) for so long, that by doing so let training and standards slip in almost every other area as XC duties were the singular focus on the ship. I assess my overall training and proficiency of my crew as average to slightly below average, and cleanliness, stowage, and pre<:crvation as below average, although rapidly improving on all fronts.

(2) For example, when I ran my first General Quarters Drill the day after taking command it took over forty minutes for the ship to set Material Condition Zebra. After three months of dedicated training, to include multiple General Quarters drills in one day, we are now consistently able to set Zebra in the required time. Small boat operations were another area of concern in which I have assessed our proficiency as below average. To remedy, we have continued to conduct small boat line handling training and boat movement 3-4 times per week for the last two months to increase our proficiency. To improve our cleanliness, stowage, and preservation we have restarted our Zone Inspection to include the participation of senior leaders, added a pennanent preservation team that is working top side and expanding into the engineering plant, and increased focus on daily cleaning stations.

(3) FORREST SHERMAN returned from deployment with HARRY S. TRUMAN Carrier Strike Group on 18 December 2018, conducted the Basic Phase Certification Validation (CV) program while in Sustainment, and redeployed nine months later on 14 September 2019 without the benefit of a Maintenance Phase. As one of the first ships to execute the new CV program, FORREST SHERMAN identified several areas that could be improved and which have been implemented by other ships. I feel the timing of the CV immediately after deployment did not appropriately prepare the crew for this deployment due to the 22% turnover of the crew since March 2019, when our CV was completed. Additionally, FORREST SHERMAN prepared for a SIXTH Fleet deployment, which \Ve did not deploy to and in doing so was not prepared for the challenges of the FIFTH Fleet AOR. Specifically the lack of depth in watchstanding and gun qualifications did not support manning two independent gun quarters sections, two independent SNOOPIE sections, and multiple restricted water watchteams to support the long transit required in this region. Thus far, we have had a Suez Canal transit, five Straits of Bab el Mandeb transits, and two Straits of Hormuz transits, with 15 additional transits scheduled between now and 1 January 2020.

(4) We are preparing for-READ E-1 now and will execute READ-E-1 in January as we begin preparations for the upcoming Maintenance Phase and our next Basic Phase. Additionally, we have spent a significant amount of time planning for post-deployment schools, laying that

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✓- Subj: FORREST SHERMAN 90 DAY ASSESSMENT

plan alongside our schedule and maintenance requirements. to ensure we maintain a high level of readiness while executing .an aggressive school plan. While on deployment, my team does an excellent job of balancing RE accomplishment with real-world mission execution, taking advantage of events that occur throughout the course of operational tasking.

c. Equipping

(1) I currently have two CAT 3 CASREPs and 11 CAT'2 CASREPs causing minor degradations. Corrections of those CASREPs are dependent on parts delivery, onboard technical assistance, and for several, time inport to correct the casualties. My crew works hard and i::mbraces self-sufficiency to maintain a high level of material meadiness. The logistics access during this deployment has been challenging, as there is limited access to logistics hubs to

· receive parts outside of the Arabian Gulf. However, the ingerlujty,of my team has kept degradations from becoming mission-limiting casu!ilties.- We.have also had success working with other CRUDES units in the SAG to transfer critical mission:.,limiting parts between ships.

(2) My most challenging equipment issue thus far has been the fragility of the CANES network computer system. During my Change of Comman? .turnover day, a CANES NIPR rebuild Was in progress from a previous power outage/system crash. Technicians worked 20 hour days during the Hurricane Dorian SORTIE in an attempt to restore services prior to deployment. NIPR access remained limited upon departute for.deployment witli an embarked

r'°'' !SEA engineer to cornplete the rebuild process. Approximately 12 days later full network functionality had finally been.restored. On 29 October 2019, ventilation was secured to the CANES equipment room due to a possible refrigerant leak in NRl Reefer. CANES technicians utilized standard shutdown procedures in accordance with CSOSS to save the equipment due to a loss of air flow to the space. Days later, the entire CANES NIPR network failed again. We were down NIPR services during this second outage for 17 days, affecting my ability to order parts, order food, submit work candidates, create watch.bills viaRADM, and a myriad of other mission critical functions. In fact, I could not even open the ships store to provide items to the crew, which did impact morale.

d. Personal Concerns

(1) I am concerned about the mental health of some of my Sailors and the stress caused by the increased OPTEMPO under the Dynamic Force Employment model. This year alone FORR.EST SHERMAN has had eleven sailors diagnosed with depression/anxiety, nine s.ailors placed on LIMDU for Adjustment Disorder, and five sailors with suicidal ideatioi1s. I have directed my Command Readiness Team and Independent Duty Corpsman to work aggressively to identify these sailors in need and get them the help they need early, before their mental health and wellness deteriorate. The possibility of a s.econ.d extension of our deployment has increased the stress level onboard, which my leadership team has been tackling with discussion, deck plate leadership, and a focus on caring for our sailors. My Chaplain has developed a cultivating values Workshop that is held weekly where we address and provide direction to our Sailors' problems and concerns such as cultivating values of mental toughness, resiliency, values of personhood,

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Subj: FORREST SHERMAN 90 DAY .ASSESSMENT

value of disciplin.e~· leadei:ship, character; as well as an opportunity to reflect on our Navy's core values of Honor;, Courage, and Commitment. Our mental toughn.ess discussion has been our most popular and well attended·so far, with approximately30 Sailors from E-l to 0-3 attending, During this discussion riiy·Chaplain and I partnered to address the issue and to show how cultivating the value •of.mental ·toughness is critical in the successful execution of the mission and the absolute necessicy.i1r combating and dealing with all types of stresses that may arise especially during deployment: These·sessions have proven very helpful .and beneficial among our Sailors in keeping our ship's motto - "Relentless Fighting Spirit."

~- We are in the.proc.ess,o£~~mpleting our90 day Deten.se Equ!tl .Opportunity Management Institute Organiz,atfonal-alirnate·.Sutvey this month, which ha$ been delayed due to our NIPR casualty. I anticipateicomments and concerns on the $hip's schedule, Dynamic Force Employment, the•cur]!.enl::.deplpyment, the CV process, the lack of training, and the impact those topics have had on ·th.e.-ingralt; and mental health of the crew. I plan to use focus ,groups and create an aggressi:v.e. P.lantcifiAction and Milestone to address any issues identified in the results of the survey.

4. My goal·since,~akin,g.<C0mmand has been to increase the crew's level of knowledge and improve myship's1tnaterial eonditi'on. While, tny top priority is to promote a culture of excellence by ereating w.arfighters who are.ready and prepared to execute when called upon to do the nation?s bidding, 1.,L.ain;confidentwe will finish this deployment with distinction and contim.1e to excel dutjngt~t,follow-on operations and tasking. Rele.Irtless Fighting Spirit!

The Fighting 98

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...__,

Azzarella, Frank J CDR USN, DDG98 ~ --------------------------------------~ "

From: Sent: To:

Cc: Subject:

All,

Azzarello, Frank CDR USN, 0DG98 Thursda , March 5, 2020 1 :48 PM

Bridges, Damon COR USN, DDG98; Nelson-Williams, Judith CMDCM USN, DDG98 Departmental Leadership Expectations

As discussed today. Below are my minimum expectations for inport and U/W operations for each department's leadership: -DH, DLCPO, OIVO's and CPO's will meet a minimum of twice dally to discuss all pertinent issues. At a MINIMUM It shall include: --Personnel matters --Repairs and PMS --current & long range schedule ••Supply matters •-Administrative matters •-Watchbill/PQS matters

i.,--.." ··Additional tasking/information as directed by the DH -All Divo's will check in with their OH in person at least two additional times per day to provide updates to their DH and to receive additional tasking. If this is not being met, provide written counseling. -DH's & DLCPO's will ensure all DIVO's & CPO's walk ALL of their assigned spaces a minimum once per day. If this is not being met, provide written counseling. -DIVO's & CPO's will meet In person at least two additional times per day for coordination, reporting and execution of any additional tasking. -All Divisions will have quarters daily and unless on watch will be led by the DIVO, CPO & LPO.

Additional tasking: -All DH's will read SORM 3120.32D para 3.5 and the specific paragraph for their assigned position. -All DH's will instruct their DIVO's to read SORM para 3.34 and any specific paragraph for their assigned position. i.e. ELECTRO, 1st LT, NAV etc .... aod discuss their specific responsibilities. -All DH's will review each of their Division Officers task tracking method and email management procedures to ensure they have both, that they are effective and that they are using them. If they do not; provide direct and specific procedures for them to use. -All DLCPO's will review each CPO's tasking tracking method and email management procedures to ensure they have both, that they are effective and that they are using them. If they do not; provide direct and specific procedures for them to use. -All DLCPO's will review SORM Para 3.34 & 3.37 with each CPO and ensure they know what Is required of them and of a DIVO.

DH's compile the results of above tasking for both your DIVOs and CPO's and send them to me via email by 14 March.

Ir---,,, , All DH's and OLCPO's are required to acknowledge this emall. '

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RI CDR Frank Azzarello Commanding Officer


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HAR 3 0 2021 - Sailor Bob

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