GET BACK TO BASICS

I think VADM Curtis reads CDR Salamander ..... nawww ... he' just gets it.

ROUTINE
R 182356Z APR 08
FM COMNAVSURFOR SAN DIEGO CA//N00//
TO ALNAVSURFOR
INFO COMUSFLTFORCOM NORFOLK VA
COMPACFLT PEARL HARBOR HI
COMNAVSURFOR SAN DIEGO CA//N00//
COMNAVSURFOR SAN DIEGO CA//N00//
COMNAVSURFLANT NORFOLK VA
COMNAVSURFLANT NORFOLK VA
BT
UNCLAS
MSGID/GENADMIN/CNSF/7975//
SUBJ/SELF ASSESSMENT//
RMKS/1. THE PURPOSE OF THIS MESSAGE IS TO EXPRESS MY CONCERN ABOUT OUR ABILITY TO SELF ASSESS, AND DIRECT SPECIFIC CORRECTIVE ACTIONS.
2. OUR SHIPS ARE THE MOST COMPLEX AND CAPABLE MACHINES ANY COUNTRY HAS EVER BUILT. WE HAVE BEEN ENTRUSTED BY OUR NATION TO BE GOOD STEWARDS OF OUR SAILORS AND THESE MAGNIFICENT WARSHIPS. A KEY TENANT IN ACHIEVING AND SUSTAINING COMBAT READINESS IS OUR ABILITY TO CRITICALLY SELF-ASSESS OUR SHIPS, SHIP SYSTEMS, AND EQUIPAGE, WITH TECHNICAL RIGOR.
3. RECENT FORMAL AND INFORMAL ASSESSMENTS AND INSPECTIONS INDICATE THAT OUR SELF-ASSESSMENT CAPABILITY HAS DECLINED, RESULTING IN REDUCED READINESS. WE MADE A LOT OF CHANGES IN THE SURFACE FORCE IN THE PAST FEW YEARS. IT IS APPROPRIATE TO TAKE A STRATEGIC PAUSE TO GET BACK TO BASICS ON HOW WE MAINTAIN AND OPERATE OUR SHIPS. WE MUST CONDUCT A RIGOROUS ASSESSMENT OF THE IMPACT ON READINESS OF THESES (sic) CHANGES SO WE CAN MAKE APPROPRIATE COURSE CORRECTIONS. I WILL HIGHLIGHT FIVE SPECIFIC AREAS WHERE I EXPECT IMPROVEMENT:
A. ADHERENCE TO HIGH STANDARDS. COMMANDING OFFICERS ARE RESPONSIBLE TO THEIR ISICS FOR ESTABLISHING AND MAINTAINING HIGH STANDARDS OF OPERATIONAL, MATERIAL, AND TRAINING READINESS. THERE IS PLENTY OF HELP AVAILABLE TO YOU FROM TYCOM, CLASSRONS, ATG, AND RMC, BUT YOU HAVE TO DRIVE THIS.
B. PROCEDURAL COMPLIANCE. OUR TECHNICALLY ADVANCED SHIP SYSTEMS MUST BE OPERATED IN STRICT COMPLIANCE WITH AUTHORIZED PROCEDURES. COMMANDING OFFICERS MUST ESTABLISH A COMMAND CLIMATE THAT TOLERATES NOTHING LESS. WHETHER CONDUCTING A ROUTINE ENGINEERING EVOLUTION, PERFORMING A MAINTENANCE ITEM, OR OPERATING THE GEAR, SAILORS MUST UNDERSTAND AND FOLLOW THE PROCEDURES.
C. EFFECTIVE TRAINING. TRAINING HAS CHANGED SIGNIFICANTLY OVER THE LAST SEVERAL YEARS. SCHOOLHOUSE TRAINING DECREASED AS FISCAL REALITIES DROVE US TO PLACE MORE RELIANCE ON COMPUTER-BASED TRAINING. WE ARE LOOKING AT THIS FROM AN ENTERPRISE PERSPECTIVE TO SEE IF WE HAVE REDUCED ENROUTE TRAINING TOO MUCH. MEANWHILE, COMMANDING OFFICERS MUST ESTABLISH A CULTURE OF TRAINING EXCELLENCE WITH THEIR EXPERIENCED LEADERS ALREADY ONBOARD. WE WILL WORK TOGETHER TO ACCOMPLISH THE NECESSARY TRAINING FOR OUR TECHNICIANS AND OPERATORS.
D. ADHERENCE TO ESTABLISHED PROCESSES. OUR SENIOR LEADERS GREW UP USING SEVERAL TOOLS THAT HAVE PROVEN SUCCESSFUL IN MAKING WARSHIPS READY FOR TASKING. THESE INCLUDE A ROBUST 3M PROGRAM, PROPER PMS, MEANINGFUL PMS SPOTCHECKS, REGULAR ZONE INSPECTIONS, PROPER DOCUMENTATION OF MATERIAL CONDITION THROUGH QUALITY CSMP ENTRIES, AND PROPER REPORTING OF MISSION DEGRADATIONS THROUGH THE CASREP PROCESS. EVEN THOROUGH SWEEPERS ARE NECESSARY TO KEEPING WARSHIPS MISSION CAPABLE AND HABITABLE. COMMANDING OFFICERS MUST ENSURE THESE PROCESSES ARE HABITS IN THE SHIP ROUTINE.
E. SHIP OWNERSHIP BY WARDROOM, CPO MESS AND CREW. WHILE THE CHALLENGES OF OPERATING A WARSHIP IN AN ENVIRONMENT OF CONSTRAINED RESOURCES AND HIGH OP-TEMPO MAY BE GREAT, THE OFFICERS AND CREW CAN OVERCOME THESE CHALLENGES WITH THE RIGHT ATTITUDE AND COMMITMENT TO EXCELLENCE. COMPLETE OWNERSHIP BY EVERYONE FROM THE COMMANDING OFFICER ON DOWN MANIFESTS ITSELF IN A CAN-DO ATTITUDE, AND LEADS TO MISSION ACCOMPLISHMENT. COMMANDING OFFICERS MUST DISCUSS THIS CONCEPT WITH THEIR WARDROOMS AND CPO MESSES. THE CPO MESS MUST HAVE AN ATTITUDE THAT NO CHALLENGE IS TOO GREAT AND NO SAILOR WILL SUFFER FROM INADEQUATE CARE, ATTENTION OR TRAINING.
4. YOUR SURFACE LEADERSHIP IS COMMITTED TO REVIEWING MANY OF THE FLEET-WIDE PROBLEMS THAT CHALLENGE OUR SHIPS, INCLUDING MANNING AND TRAINING, LOGISTIC SUPPORT, MAINTENANCE FUNDING, AND OTHER WATERFRONT SUPPORT. THAT SAID, SOLUTIONS ARE DIFFICULT, AND MAY BE SLOW IN COMING. THE GOOD NEWS IS YOU HAVE PROVEN PROCEDURES AND PROCESSES THAT ARE WITHIN YOUR CONTROL INSIDE YOUR LIFELINES. I AM COUNTING ON YOU TO ACT NOW.
5. KEEPING YOUR SHIPS READY FOR TASKING IS NOT A PART TIME OR EVENT DRIVEN JOB. YOU WORK YOUR READINESS ISSUES THROUGH AN AGGRESSIVE DAY TO DAY OPS REGIMEN. EVENTS THAT COME ALONG SUCH AS INSURV, DEPLOYMENT, OR ULTRA C/E/S ARE NOT THE DRIVERS FOR YOUR SHIPS
- THEY ARE EVENTS THAT SERVE TO PROVIDE YOU DATA POINTS ON THE SUCCESS OF YOUR DAILY EFFORTS. SUCCESS IS MEASURED NOT BY EVENTS BUT BY YOUR EFFORTS AND LEADERSHIP TO INSTILL IN YOUR CREWS TECHNICAL EXPERTISE, PROCEDURAL COMPLIANCE, STRONG COMMUNICATIONS, AND OPEN, HARD HITTING ASSESSMENTS. YOU AND YOUR LEADERSHIP TEAMS MUST BE ON THE DECK PLATES ASKING QUESTIONS AND ELEVATING THE STANDARD TO MEET YOUR EXPECTATIONS.
6. KEEP CHARGING AND BE PROFESSIONAL.
7. VADM CURTIS SENDS.//
BT

I think you could boil much of the message down to para 3.d., but VADM Curtis brings up a very good point about the Computer Based Training that I think we all are nodding our heads about.

In the end, I think we all owe VADM Curtis a "thank you" for putting this out, because he correctly recognizes that we have to step back and focus on the Vince Lombardi like aspects of being Navy leaders. I know we don't emphasize that - based on what the Fleet hears from the Potomac Flotilla - but at the micro level, there are things we can do as leaders within the lifelines we control.

You can make a difference from Duty Section Leader to Commanding Officer. Even if those around you fail - you can look at yourself in the mirror in the AM. More importantly, we need more Flag Officers to take pause to consider what they are spending their intellectual and leadership capital doing. Fewer messages about "Left-handed Latvian Appreciation Month," and more on the subject of getting ships and Sailors ready to go in harm's way. This is a good start.

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BTW, someone beat VADM Curtis's N1 with a fat stick. What is "theses" doing in a 3-Star's message? Why did something that has such a great core message get cluttered with wordy happy-talk introductions and flecked with "Enterprise" like lingo that is in a large part responsible for the fundamental seamanship challenges we are facing?

Simple direct language. Blunt, fair, and humble appraisals. My idea; yours may differ.

Hat tip RB.