Subj: INFORMATION BOOK FOR THE STRATEGIC SEALIFT OFFICER PROGRAM

Transcription

1 06 SEP 2013 From: Commander, Navy Reserve Forces Command, N14 Subj: INFORMATION BOOK FOR THE STRATEGIC SEALIFT OFFICER PROGRAM Ref: (a) OPNAVINST SERIES (b) RESPERSMAN 1534 SERIES 1. Purpose. To issue information and amplifying guidance under reference (a), for the training and administration of Navy Reserve officers in the Strategic Sealift Officer Program (SSOP); additionally, to issue revised guidance to Strategic Sealift Officers (SSO) and Strategic Sealift Readiness Group (SSRG) members with respect to compliance, obligation, opportunities and administration. 2. Cancellation. All prior FY guidance or SSO/MMR handbooks/guidebooks are superseded. 3. Background. The SSOP is different from other Navy Reserve programs. The program consists of only officers and allows these officers to actively participate through either the Individual Ready Reserve (IRR) or the Selected Reserve (SELRES). Program policy, organization, and responsibilities are provided in reference (a) and amplified in reference (b). 4. Distribution. This publication is available to all SSOs with distribution via , GovDelivery and CD if requested. In addition, an updated version will be available on the SSOP Webpage, located on the Navy Reserve Homeport. 5. Changes. Specific recommendations for changes of additions to this publication should be submitted via to the SSOP Office or to the SSOP Manager. //S// C. M. CASSANO i

2 FORWARD 1. A close and mutually supportive relationship between the Navy and the merchant marine has existed since the American Revolution. Evolving to incorporate subject matter expertise in global supply chain management and all facets of international commerce, members of the Strategic Sealift Officer Program support the Navy s missions: (a) Be an instrument of foreign policy through forward presence (b) Deter aggression (c) Command the sea and littorals (d) Project decisive force inland (e) Provide direct support to land operations (f) Defend the homeland 2. The U.S. Navy evolved out of the American merchant marine. Practically every naval officer in the American Revolution was an experienced merchant mariner and the Navy s first fighting ships were primarily merchant vessels with guns installed. Our first six frigates, authorized by Congress on 27 March 1794, were commanded by ex-merchant mariners. During the Navy s early years, naval officers and midshipmen were encouraged to sail on merchant vessels to gain additional seagoing experience and to improve their nautical skills. Until World War II, officers and men trained in the merchant marine formed the most important manpower reserve for the Navy. 3. In World War I, the Navy s Cruiser and Transport Service and the Naval Overseas Transportation Service were largely crewed by merchant marine officers recalled to active duty. Together, these two services transported almost two million men and sixty percent of the supplies sent to the allies forces. 4. With World War II threatening in Europe and Asia, Congress enacted the Merchant Marine Act of Its primary purpose was to establish a strong merchant marine capable of service as a naval and military auxiliary in time of war or national emergency. Qualified merchant marine officers joined the Naval Reserve as the likelihood of war increased. During the war, these officers served our country valiantly. Proportionally, their losses exceeded those of the U.S. Navy. 5. The modern U.S. Merchant Marine has supported Naval Operations in Korea, Vietnam, Desert Shield/Storm, OEF/OIF and myriad irregular contingencies around the globe. The Strategic Sealift Officer Program builds and strengthens the natural bond between the companion sea services, the U.S. Navy and the U.S. Merchant Marine. Officers in the Program serve as an essential link whenever and wherever the country is called to serve, protect and defend. ii

3 Table of Contents CHAPTER 1: THE BASICS INTRODUCTION FORMAT AND LAYOUT NAVY CORE VALUES ORGANIZATION GUIDING INSTRUCTION NAVY TRADITION NAVY RESERVE BASICS: STATUS NAVY RESERVE BASICS: IMPORTANT WEBPAGES OBLIGATION / RESPONSIBILITIES CHAPTER 2: EXECUTION INTRODUCTION PHA PFA IPA ORDERS IRRM (MUSTER) ORDERS ADT NROWS TRAVEL CLAIMS NSIPS RESIGNATION / RETIREMENT SECURITY CLEARANCE RECORDS MANAGEMENT POINTS WAIVERS CHAPTER 3: SSOP CAREER INTRODUCTION PLANNING STAGE TAKING ACTION EDUCATION JOINT PROFESSIONAL MILITARY EDUCATION NETWORKING iii

4 SSOP CAREER PROGRESSION MENTORSHIP CORE COMPETENCIES SELRES AFFILIATION AQD / NOBC CHAPTER 4: OPERATIONAL DEFINITIONS DEFINITIONS iv

5 Chapter 1 : THE BASICS 1. INTRODUCTION. Acta Non Verba, Deeds, Not Words. The Strategic Sealift Officer Program (SSOP) is unlike any other program in the Navy Reserve, yet its principles and policies are rooted in nearly 100 years of instruction, tradition and experiences of the Navy Reserve. As Professional Mariners and enablers of a global network connecting nations, states and industry, Strategic Sealift Officers (SSO) provide operational excellence to its Department of the Defense (DOD), Department of the Navy (DON) and Department of Transportation (DOT) partners on a daily basis as both Civilian Subject Matter Experts (SME) and Officers in the U.S. Navy. Our core values of professionalism and service have been demonstrated, tested and refined by conflict, contingency and humanitarian assistance. 2. FORMAT AND LAYOUT. a. This guidebook has been written expressly for officers in the Strategic Sealift Readiness Group (SSRG), the component of the SSOP residing the Individual Ready Reserve (IRR); however, all SSOs, regardless of status should leverage the knowledge within and provide mentorship to those in the Program. Divided into chapters and appendices, the first discusses the basic knowledge needed to succeed as an SSO, the second provides information on execution of requirements and the third section discusses the future or career of members in the program. Interspersed with acronyms, terminology and phraseology unique to the DOD, DON, Reserve Forces and the SSOP, definitions and an acronym list is provided. As a guidebook, the information contained is designed to provide the reader with the knowledge necessary to successfully contribute to and succeed within the SSOP and the Navy Reserve. b. The significant amount of information in this document can seem overwhelming, creating a standoffish approach to maintaining and thriving in a Navy Reserve capacity. However, the fact that guidance is available, and presented in such a fashion, eases the requirements 1-1

6 on the member to figure it out or learn on the job the way it had historically been for members of the SSOP. Not an end all be all, this document will cover a plethora of topics, present significant assistance and help walk members through many key processes; yet, self-study is still required and only those willing to review the instructions, roam through the copious guidance and references online and ask the poignant questions will succeed. c. As a living document, edits, questions, comments and concerns are appreciated. All editorial or contextual changes should be addressed to the SSO Program Office. d. Good luck and happy reading! 3. NAVY CORE VALUES. Throughout its history, the Navy has successfully met all its challenges. America's naval service began during the American Revolution, when on Oct. 13, 1775, the Continental Congress authorized a few small ships, creating the Continental Navy. Esek Hopkins was appointed Commander in Chief and 22 officers were commissioned, including John Paul Jones. From those early days of naval service, certain bedrock principles or core values have carried on to today. They consist of three basic principles. a. Honor: "I will bear true faith and allegiance..." Accordingly, we will: Conduct ourselves in the highest ethical manner in all relationships with peers, superiors and subordinates; be honest and truthful in our dealings with each other, and with those outside the Navy; Be willing to make honest recommendations and accept those of junior personnel; encourage new ideas and deliver the bad news, even when it is unpopular; abide by an uncompromising code of integrity, taking responsibility for our actions and keeping our word; fulfill or exceed our legal and ethical responsibilities in our public and personal lives twenty-four hours a day. Illegal or improper behavior or even the appearance of such behavior will not be tolerated. We are accountable for our professional and personal behavior. We will be mindful of the privilege to serve our fellow Americans. b. Courage: "I will support and defend..." Accordingly, we will: have courage to meet the demands of our profession and the mission when it is hazardous, demanding, or otherwise difficult; make decisions in the best interest of the navy and the nation, without regard to personal consequences; meet these challenges while adhering to a higher standard of personal conduct and decency; be loyal to our nation, ensuring the resources entrusted to us are used in an honest, careful, and efficient way. Courage is the value that gives us the moral and mental strength to do what is right, even in the face of personal or professional adversity. c. Commitment: "I will obey the orders..." Accordingly, we will: demand respect up and down the chain of command; care for the safety, professional, personal and spiritual well-being of our people; 1-2

7 show respect toward all people without regard to race, religion, or gender; treat each individual with human dignity; be committed to positive change and constant improvement; exhibit the highest degree of moral character, technical excellence, quality and competence in what we have been trained to do. The day-to-day duty of every Navy man and woman is to work together as a team to improve the quality of our work, our people and ourselves. 4. ORGANIZATION. The organization of the SSOP is prescribed by OPNAVINST series and is designed to provide efficient and effective administration for SSOs in the SSRG, SELRES, VTU and active duty assignments. A matrix organization, those tasked to administer the Program do not fall under a typical chain of command, rather, they are assembled offices/organization from multiple commands. a. Executive Steering Committee (ESC) Flag Sponsor Program Manager Commander, Military Sealift Command Commander, Navy Reserve Forces Command Program Sponsor Deputy Chief of Naval Operations (Fleet Readiness & Logistics BUPERS-318: Reserve Officer Community Management Community Manager Figure 1: SSOP Executive Steering Committee (1) Program Sponsor: OPNAV N42 (a) The Deputy Chief of Naval Operations, Fleet Readiness and Logistics (OPNAV N4) staff shapes, anticipates, innovates, and leads Navy logistics to enable and sustain Fleet and Shore readiness, now and in the future. The staff issues policy, conducts program assessments, and serves as a Resource and Assessment Sponsor to plan, program, and resource the readiness requirements of the Navy Operating Forces and their Shore Installations. 1-3

8 (b) OPNAV N4 enables responsive, adaptive, and effective logistics support to maximize and sustain readiness and enable the integration of Naval forces into the Joint force. OPNAV N4 is committed to creating and maximizing alignment between our Joint partners, the Secretariat, OPNAV staff, our Fleet Customers, the Warfare and Provider Enterprises, and our stakeholders. (c) OPNAV N42 is the OPNAV Division Director responsible for developing requirements and programming funds for Navy logistics ships, maritime prepositioning and strategic sealift ships. OPNAV N42 conducts strategic mobility and combat logistics analysis and assessments; coordinates operational logistics and sealift research and development; and recommends appropriate courses of action to the Deputy Chief of Naval Operations (Fleet Readiness and Logistics) and other organizations where applicable. OPNAV N42 provides direct staff support to the Assistant Secretary of the Navy (Research, Development, and Acquisition) on combat logistics and sealift, as required. (d) OPNAV N42 has a unique job within OPNAV. As a platform sponsor, N42 is responsible for planning and setting policy for our Navy's strategic sealift and combat logistics forces for the next 30 to 50 years. N42 provides Subject Matter Experts (SMEs) for all sealift and mobility issues within the Navy and numerous other stakeholders. (e) A major focus of OPNAV N42 is participating in a wide spectrum of studies and assessments that provide the Navy with requirements data for current and future acquisition programs based on wartime and peacetime needs balanced against equitable fiscal risks. N42 also manages a robust and ongoing R&D program, interfacing with the Office of Naval Research The U.S. Office of Naval Research (ONR), headquartered in Arlington, Virginia (Ballston), is the office within the U.S. Department of the Navy that coordinates, executes, and promotes the science and technology programs of the U.S., NAV-SEA, and commercial industry on a host of innovative ideas focused on strategic sealift equipment and logistics ship design improvements. OPNAV N42 is responsible for a $2.9 billion annual budget that provides the operating funds used to operate nearly 200 ships of MSC and the Ready Reserve Force. OPNAV N42 also supports major programs such as the Maritime Prepositioning Squadrons that are designed to provide U.S. Armed Forces with forward prepositioned equipment necessary to meet contingencies globally on short notice. (f) As the SSOP Program Sponsor, OPNAV N4/N42 is responsible for strategic policy, funding and oversight of the SSOP. To facilitate the requirements of Program Sponsor, a SSO CDR (O-5) recall position is assigned to OPNAV N42. The responsibilities for which the sponsor is accountable to the ESC are: 1. Provides leadership on culture and values 2. Owns the business case / values 1-4

9 3. Aligns organizational strategy and direction 4. Governs risk 5. Works with other sponsors 6. Focuses on realization of benefits 7. Recommends opportunities to optimize cost/benefits 8. Ensures continuity of sponsorship 9. Provides assurance 10. Provides feedback and lessons learnt (g) The governance activities that take place between the sponsor and the program manager are: 1. Provides timely decisions 2. Clarifies decision making framework 3. Clarifies priorities and strategy 4. Communicates issues 5. Provides resources 6. Engenders trust 7. Manages relationships 8. Supports the program managers role 9. Promotes ethical working (h) In addition to these activities the following activities take place between the sponsor and other stakeholders: 1. Engages stakeholders 2. Governs stakeholder communications 3. Directs relationships 4. Directs governance of users 5. Arbitrates between stakeholders 1-5

10 (2) Program Manager: Commander, Navy Reserve Forces Command (CNRFC) N14 (a) CNRFC mobilizes approximately 6,000 Navy Reserve Sailors a year to fill global augmentation requirements. Since 9/11/01, more than 50,000 Navy Reserve Sailors have mobilized in support of overseas contingency operations, most directly supporting operations in Iraq, Afghanistan and the Horn of Africa. During any given week 26 percent of the Reserve Force provides global operational support. An Echelon III command subordinate to Commander, Navy Reserve Force, CNRFC is responsible for the administration of all Navy Reservists via the Reserve Component Commands (RCC) and Navy Operational Support Centers (NOSC) throughout the US. (b) CNRFC N1, the Manpower and Personnel Directorate, serves as the principal staff for all manpower, pay, and personnel matters for the Navy Reserve Force. N1 directs and implements approved Selected Reserve (SELRES) manpower plans and are the Full Time Support (FTS) Manpower Claimant. N1 provides oversight and assistance to RCCs and NOSCs to support the Navy Reserve Force. (c) CNRFC N14 serves as the single point manager for SSRG officer training and administration. The SSO Program Office, (N14) is responsible for training and administration of over 2,250 SSOs. These responsibilities include, but are not limited to: directing and executing Active Duty Training (ADT), adjudicating ADT waivers, managing ADT and tuition budgets for the SSRG, coordinating accessions into the SELRES with Commander, Navy Recruiting Command (CNRC), directing and monitoring individual participation, direct coordination with Navy Personnel Command (NAVPERSCOM) on record maintenance and retirement points, coordination with Naval Service Training Command (NSTC) (at the maritime academies), managing the mentoring program, liaise with maritime industry, and serve as the Navy s subject matter expert for merchant mariner licensure and civilian training requirements. The Program Manager is responsible for: 1. Ensure maximum efficiency in resource allocation 2. Monitor progress, resolve issues 3. Define the Program governance 4. Manage the Program budget 5. Ensure deliverables are to time, quality, and budget 7. Manage dependencies between projects 8. Manage Program risk 9. Constantly monitor/correct gaps in the Program 1-6

11 10. Manage Program communication (3) Flag Sponsor: MSC (a) Military Sealift Command (MSC) has responsibility for up to 120 active and reserve civilian-crewed ships that replenish U.S. Navy ships, provide service support, conduct special missions, strategically preposition combat cargo at sea around the world, and move military equipment and supplies to deployed U.S. forces. To accomplish its mission, MSC reports through three distinct and separate chains of command: 1. As a type commander, MSC reports to U.S. Fleet Forces Command (COMUSFLTFORCOM), providing Combat Logistics Force (CLF) and Service Support ships that enable the fleet to remain at sea, on station and combat ready. 2. As the Navy component commander to U.S. Transportation Command (USTRANSCOM), MSC provides strategic sealift and ocean transportation throughout the Department of Defense and, as authorized, for other agencies of the U.S. Government. 3. As one of only 11 head of contracting activities in the Department of the Navy, MSC is responsible to the Assistant Secretary of the Navy (Research, Development and Acquisition) for procurement policy and oversight matters as it relates to acquiring goods and services needed to meet mission requirements. (b) MSC exercises administrative command functions along traditional Navy type commander lines for its ships under direct government control. For ships under charter with commercial operating companies, the administrative commander functions are exercised through the commercial operating companies in accordance with provisions of the charter contracts. The objective is to maintain a force of strategic sealift ships to a uniform set of standards for fleet readiness. (c) In addition to the command s active ships, MSC gains operational responsibility once the U.S. Department of Transportation s Maritime Administration (MARAD) activates any of its approximately 50 ships that are maintained in Reduced Operating Status (ROS) in the Ready Reserve Force (RRF). MSC also charters commercial vessels as required to meet government needs, and during a national emergency, can employ dozens of additional commercial vessels enrolled in the Voluntary Intermodal Sealift Agreement (VISA). These multiple sources enable MSC to provide a comprehensive, global capability to meet national maritime needs worldwide. (d) As the SSOP Flag Sponsor, MSC in coordination with the Program Sponsor and Manager is responsible for approving/establishing the Community Values, end strength, billets, requirements and technical leadership for the community. 1-7

12 (4) Community Manager: BUPERS-318 (a) Officer Community Managers work in support of CNO, BUPERS, and Navy Enterprises to provide and enable accession plans, promotion plans, retention plans, lateral transfer plans, force shaping plans, incentive plans, force modeling and forecasting, community health assessments, strategic-level options, and other analyses that are timely, data-driven, and accurate. (b) The BUPERS 3 Officer Community Manager Reserve Branch is responsible for the community management of 26 SELRES Communities and eight FTS communities. This responsibility extends to issues that are Reserve and FTS-wide, (not community specific) as well as being a source for general information about IRR, SELRES and FTS officer communities. (c) The Officer Community Manager develops policy guidance and strength plans for SELRES and FTS officer programs, develops the fiscal year Reserve Officer (to include FTS) Promotion Plans and the Reserve Officer Continuation and Retention Plan and sponsors the FTS Transfer/Redesignation, FTS CDR, and FTS CAPT Selective Retention Boards. b. Key Organizations (Administrative) (1) Commander, Navy Personnel Command, PERS-9 (a) Navy Personnel Command's Department for Reserve Personnel Management. PERS-9 covers the offices of: 1. Reserve Officer Administration 2. Reserve Enlisted Administration 3. Individual Ready Reserve (IRR) Administration 4. Reserve Retirements 5. Physical Risk Administration (b) PERS-9 is responsible for awarding SSO retirement points (provided to them by the SSO Program Office), gaining new ensigns, processing the transfer of members to and from active/inactive status and discharges/retirements from the Navy. (2) Commander, Navy Recruit Command (CNRC) (a) The CNRC mission is to recruit the best men and women for America's Navy to accomplish today's missions and meet tomorrow's challenges. 1-8

13 (b) CNRC is responsible for affiliating SSO IRR members into the SELRES, processing perspective SSO direct commission officer packages and assisting other service members seeking and inter-service transfer into the SSOP. (3) Commander, Naval Service Training Command (NSTC) (a) The mission of the Naval Service Training Command is to transform volunteers into Naval Service Professionals. They instill and reinforce enduring core values, knowledge, and skills to prepare them for the fleet. Naval Service Training Command oversees Recruit Training Command, Officer Training Command, Naval Reserve Officers Training Corps and Navy Junior Reserve Officers Training Corps. (b) NSTC is responsible for Midshipmen education at all seven maritime schools and administratively manages the SSO Midshipmen Program. Interfacing with MARAD and CNRFC N14, NSTC establishes the curriculum, administers MARAD Student Incentive Program (SIP) and commissions ensigns into the SSOP. (4) Bureau of Navy Medicine (BUMED) (a) The Navy Bureau of Medicine and Surgery (BUMED) is the headquarters command for Navy Medicine. Under the leadership of the Navy Surgeon General, Navy Medicine provides high quality health care to beneficiaries in wartime and in peacetime. Highly trained Navy Medicine personnel deploy with Sailors and Marines worldwide - providing critical mission support aboard ship, in the air, under the sea and on the battlefield. At the same time, Navy Medicine's military and civilian health care professionals are providing care for uniformed services' family members and retirees at military treatment facilities around the globe. Today, BUMED is the site where the policies and direction for Navy Medicine are developed to ensure our Patient and Family Center Care vision carried out. (b) BUMED establishes monitors and administers the PHA program for the Navy Reserve. All SSOs are responsible for maintaining a current PHA. (5) Commander, Navy Reserve Forces Command (CNRFC) (a) In addition to being the Program Manager for the SSOP, several codes within the organization support the Program. (b) CNRFC N12's primary goal is to match SELRES personnel to Inactive Duty Training (IDT) billets and assist commands with managing unit and billet structure within the guidelines of applicable instructions and directives while maximizing "FIT". N12 places SSO SELRES in billets, suppresses billets for new affiliations and manages the annual APPLY board for Sr. Officer Billet selection. 1-9

14 (c) CNRFC N3 s mission is to provide support to the Combatant Commanders and Operating Forces of the U.S. Navy through Active Duty for Special Work (ADSW), ADT and Presidential Reserve Call-up (PRC) order writing as well as distribution of funding and exercise coordination. Additionally, they advise on status of Navy Reserve forces in operational plans (OPLANS) including mobilization ready-to-load dates, and oversee the planning, preparation, and mobilization of the Reserve Force in time of real world or mobilization exercise scenario. N3 approves SSO Travel and assigns SSOs to mobilization billets. Additionally, N3 provides supplemental ADT funds if needed to support SSO requirements. (6) Bureau of Navy Personnel (BUPERS) (a) The BUPERS organization serves to provide administrative leadership, policy planning, and general oversight of the Active and Reserve Components. Several BUPERS sub-codes are involved in the administration of the reserves. c. Key Organizations (Operational). The following three organizations are the primary supported commands for SSOs on SSOP funded ADT and SELRES sponsored AT. During the course of a career in the SSRG, IRR members of the SSOP will support these commands 90% of the time. The histories are provided for scope and background. (1) Military Sealift Command (Echelon IV, V) (a) During World War II, four separate government agencies controlled sea transportation. In 1949, the Military Sea Transportation Service became the single managing agency for the Department of Defense's ocean transportation needs. The command assumed responsibility for providing sealift and ocean transportation for all military services as well as for other government agencies. (b) Only nine months after its creation, MSTS responded to the challenge of the Korean War. On July 6, 1950, only 11 days after the initial invasion of South Korea by communist North Korean troops, MSTS transported the 24th Infantry Division and its equipment from Japan to Pusan, South Korea, for duty. (c) During the Vietnam War, MSTS was renamed Military Sealift Command. Between 1965 and 1969, MSC transported nearly 54 million tons of combat equipment and supplies and nearly 8 million tons of fuel to Vietnam. MSC ships also transported troops to Vietnam. The Vietnam era marked the last use of MSC troop ships. Now, U.S. troops are primarily transported to theater by air. (c) Through the 1970s and 1980s, MSC provided the Department of Defense with ocean transportation in support of U.S. deterrent efforts during the Cold War years. 1-10

15 (d) During the first Persian Gulf War's Operations Desert Shield and Desert Storm, MSC distinguished itself as the largest source of defense transportation of any nation involved. MSC ships delivered more than 12 million tons of wheeled and tracked vehicles, helicopters, ammunition, dry cargo, fuel and other supplies and equipment during the war. At the height of the war, MSC managed more than 230 government-owned and chartered ships. (e) Since Sept. 11, 2001, MSC ships have played a vital and continuing role in contingency operations around the world. As of January 2013, MSC ships delivered more than 25.7 billion gallons of fuel and moved million square feet of combat equipment and supplies to U.S. and coalition forces engaged in operations supporting Iraq and Afghanistan. (f) MSC is represented by five geographic area commands (Atlantic, Pacific, Europe/Africa, Middle East and Far East), which exercise tactical control of all assigned USTRANSCOM forces and MSC forces not otherwise assigned to the numbered fleet commanders. The area command staffs are primarily responsible for the execution of strategic sealift missions. The MSC area commanders are U.S. Navy captains who serve as the primary points of contact for MSC customers and numbered fleet commanders in their respective areas. These area commanders also serve as the MSC commander s direct link to MSC ships, providing maintenance oversight, logistics coordination and other needed services. (g) Most area commanders are dual-hatted; each one has a formal relationship with its geographically collocated numbered fleet commander. Under fleet command authority, the commander may exercise tactical control of MSC ships assigned to the fleet commander, usually as a task force commander (CTF). (h) Ship Support Units (SSUs): Responsible to the area commands for local coordination, SSUs provide engineering, contracting and IT support to government-owned ships. SSUs also provide IT support to other MSC ships for government-owned systems, and intheater administrative support (comptroller, supply and information technology). (i) MSC Offices (MSCOs): Located in ports where MSC conducts regular, sustained operations, MSC offices provide direct support to MSC ships and act as liaisons with local commands. Responsibilities include coordination of logistics, husbanding services and port loading. Assistance to ships may also include coordinating voyage repairs, delivery of mail, bunkering, travel arrangements and administrative support. (j) MSC Liaison Officers: MSC headquarters has liaison officers at U.S. Fleet Forces Command, U.S. Transportation Command and the geographic combatant commands. These officers represent MSC in all mission areas and operations in which their host command has 1-11

16 interest. They direct staff inquiries to appropriate points of contact, and act as subject matter experts for informal questions. They alert MSC staff to developing requirements, tasks and initiatives. (2) Maritime Administration (a) Established in 1950 under the auspices of President Harry S Truman s Reorganization Plan No. 21, the Maritime Administration (MARAD) traces its origins to the Shipping Act of 1916, which established the U.S. Shipping Board, the first Federal agency tasked with promoting a U.S. merchant marine and regulating U.S. commercial shipping. Congress enacted the 1916 law in part because of the severe disruptions in shipping caused by World War I. Specifically, Congress established the Shipping Board for the purpose of encouraging, developing, and creating a naval auxiliary and naval reserve and a Merchant Marine, to meet the requirements of the commerce of the United States with its Territories and possessions and with foreign countries; to regulate carriers by water engaged in the foreign and interstate commerce of the United States. (b) The U.S. remained neutral for nearly three years after Austria-Hungary declared war on Serbia in 1914, plunging Europe into what came to be known as the Great War. The first loss of an American merchant ship in World War I occurred on January 28, 1915, when a German cruiser destroyed the William P. Frye, which was transporting wheat to Great Britain. Germany quickly apologized for the incident but Americans were outraged. Tensions grew when a German submarine sank the British ocean-liner Lusitania in May 1915, taking 1,195 of its 1,959 passengers and crew down with it, including 128 Americans. America s oceans could no longer isolate the country from European hostilities as they had for more than a century. After more shipping losses, the Shipping Board s focus of meeting peacetime shipping requirements was eventually overshadowed when the U.S. declared war on Germany on April 6, (c) Under the provisions of the Shipping Act, the Shipping Board created the Emergency Fleet Corporation (EFC). The EFC organized a massive ship and shipyard construction program and acquired, managed and operated ships on behalf of the Shipping Board. The war ended before the construction program reached full capacity; however, ships continued to be built until 1921 by which time nearly 2,300 had been completed. This vast program resulted in a postwar surplus of vessels, which spurred a lengthy depression in the industry. In response, Congress passed the Merchant Marine Act of 1920, which had varying degrees of success. In 1928 the EFC was renamed the Merchant Fleet Corporation and in 1930 both it and the Shipping Board were absorbed into the Department of Commerce as the United States Shipping Board Bureau. (d) Six years later Congress passed the Merchant Marine Act of 1936, creating the U.S. Maritime Commission, which assumed the 1-12

17 duties, functions, and property of the Shipping Board Bureau. This seminal legislation governs many of the programs that support the American maritime industry to this day. President Franklin Delano Roosevelt appointed Joseph P. Kennedy, Sr. (father of President John F. Kennedy) as the Commission s first chairman. Like its predecessors, the U.S. Maritime Commission was charged with advancing and maintaining a strong merchant marine to support U.S. commerce and defense. The Commission regulated ocean commerce, supervised freight and terminal facilities, and administered construction and operational subsidy funds for private commercial ships. The Act also authorized the Commission to design and construct 500 modern merchant ships over a 10-year period, beginning with the transatlantic liner America. This construction program was well underway when war broke out again and the Commission found its peacetime purpose transformed just as the Shipping Board s had been in (e) In 1942 President Franklin Delano Roosevelt established the War Shipping Administration (WSA) in response to America s entrance into World War II. Executive Order 9054 effectively separated the Maritime Commission into two parts; the Commission to design and construct ships and the WSA to acquire and operate them. Although administratively separated, the two agencies worked closely together; the Chairman of the Maritime Commission, Admiral Emory S. Land, also served as WSA s administrator. Between 1941 and 1946, the Maritime Commission and WSA managed the greatest industrial shipbuilding and ship operations effort ever seen. Nearly 6,000 merchant vessels and naval auxiliaries were constructed, with the WSA routinely managing the simultaneous operations, repair and maintenance of thousands of ships. With the war s end, the government dissolved the WSA and transferred its functions back to the Maritime Commission in Under the Merchant Ship Sales Act, several thousand ships were sold or disposed of, while retaining a nucleus of reserve shipping known as the National Defense Reserve Fleet. (f) In 1950, acting on President Truman s recommendations in Reorganization Plan No. 21, Congress eliminated the U.S. Maritime Commission and divided its functions between the newly-established Maritime Administration and the Federal Maritime Board (FMB), both placed within the U.S. Department of Commerce. The Maritime Commission s subsidy and ocean shipping regulatory functions were transferred to the FMB, while the Commission s remaining promotional and government-owned shipping interests were vested in MARAD. In 1961, as part of Reorganization Plan No. 7, the FMB became an independent regulatory agency and was renamed the Federal Maritime Commission; a title it retains to this day. The subsidy functions returned to MARAD in the form of the Maritime Subsidy Board, which reported independently to the MARAD Administrator. The 1961 reforms are the basis of MARAD s current organizational structure. (g) In 1981, MARAD was transferred to the Department of Transportation, completing the consolidation of all Federal transportation programs into one cabinet-level department. MARAD is 1-13

18 still charged with promoting the development and maintenance of a strong merchant marine for the national defense and development of its foreign and domestic commerce. To that end, MARAD operates the United States Merchant Marine Academy at Kings Point, New York, and provides and maintains training ships and funding for the six state maritime academies that include: the State University of New York (SUNY) Maritime College, Massachusetts Maritime Academy; California Maritime Academy; Maine Maritime Academy; Texas Maritime Academy; and Great Lakes Maritime Academy. MARAD also continues to own and operate a fleet of government-owned cargo vessels to support national security requirements. These gray-hulled ships of the Ready Reserve Force are strategically positioned in ports around the nation and are readily identifiable by their distinctive red, white and blue stack bands. (h) The Ready Reserve Force (RRF) was initiated in 1976 as a subset of the Maritime Administration s National Defense Reserve Fleet (NDRF) program to support the rapid worldwide deployment of U.S. military forces. As a key element of Department of Defense (DOD) strategic sealift, the RRF primarily supports transport of Army and Marine Corps unit equipment, combat support equipment, and initial resupply during the critical surge period before commercial ships can be marshaled. The RRF provides nearly one-half of the governmentowned surge sealift capability. Management of the RRF program is defined by a Memorandum of Agreement (MOA) between DOD and Department of Transportation. Reliability is 100% on-time activation of missionready ships and 180 days of operation without a major casualty (i) The RRF is managed through three regional offices. Division of Atlantic Operations (DAO) is based on of Norfolk, VA; Division of Gulf Operations (DGO) is based out of New Orleans, LA and Division of Pacific Operations (DPO) is based out of San Francisco, CA. (3) Naval Sea Systems Command (NAVSEA) (a) The Naval Sea Systems Command is comprised of command staff, headquarters directorates, affiliated Program Executive Offices (PEOs) and numerous field activities. Together, NAVSEA engineers, builds, buys and maintaisn ships, submarines and combat systems that meet the Fleet's current and future operational requirements. (b) NAVSEA is the largest of the Navy's five system commands. With a fiscal year budget of nearly $30 billion, NAVSEA accounts for one quarter of the Navy's entire budget. With a force of 60,000 civilian, military and contract support personnel, NAVSEA engineers, builds, buys and maintains the Navy's ships and submarines and their combat systems. (c) To accomplish this, NAVSEA manages 150 acquisition programs and manages foreign military sales cases that include billions of dollars in annual military sales to partner nations. 1-14

19 (d) Today, the NAVSEA organization has 33 activities in 16 states. NAVSEA strives to be an efficient provider of defense resources for the nation, and it plays an important role in the Navy Enterprise. As a Provider Command, it has the responsibility of directing resource sponsors into the proper mix of manpower and resources to properly equip the fleet. NAVSEA has the further responsibility of establishing and enforcing technical authority in combat system design and operation. These technical standards use the organization's technical expertise to ensure systems are engineered effectively, and that they operate safely and reliably. (e) The Naval Sea Systems Command was established on 1 July 1974 with the merger of the Naval Ship Systems Command with the Naval Ordnance Systems Command. The Naval Ship Systems Command was established in 1966 replacing the Navy's Bureau of Ships (BUSHIPS). Established in 1940, BUSHIPS succeeded the Bureau of Construction and Repair, which had been responsible for ship design and construction, and the Bureau of Engineering, which had been responsible for propulsion systems. 5. GUIDING INSTRUCTIONS. The SSOP is governed and guided by dozens of instructions, notes, directives and articles; some specifically directed to the SSOP, others general Reserve and others all DON/DOD. The following list of instructions are provided for reference, with many provided in the appendix to this note. These are the PRIMARY instructions governing the Program. a. OPNAVINST Series: STRATEGIC SEALIFT OFFICER PROGRAM (1) Purpose. To issue policy and assign responsibilities for the organization, administration, and training of commissioned officers in the Strategic Sealift Officer Program (SSOP). b. BUPERSINST Series: ADMINISTRATIVE PROCEDURES FOR NAVY RESERVISTS (1) Purpose. To provide personnel and administrative policies for the management of Navy Reservists. c. RESPERSMAN 1534 Series: STRATEGIC SEALIFT OFFICER PROGRAM (1) Purpose. To issue information and amplifying guidance under OPNAVINST D, for the training and administration of Navy Reserve officers in the Strategic Sealift Officer Program (SSOP). d. BUPERSINST Series: NAVY PERFORMANCE EVALUATION SYSTEM (1) Purpose. To publish revised guidance in performance evaluation and to publish the revised Navy Performance Evaluation Manual (EVALMAN). 1-15

20 e. OPNAVINST Series: PHYSICAL READINESS PROGRAM (1) Purpose. To establish policy and requirements for Navy s Physical Readiness Program to ensure both Active Component (AC) and Reserve Component (RC) personnel maintain a level of physical fitness required to support overall mission readiness. f. NAVPERS Series: NAVAL MILITARY PERSONNEL MANUAL (1) Purpose. Issued under Navy Regulations, 1990, Article 0105, for direction and guidance, and contains policy, rules, and practices for administration of military personnel within Navy. 6. NAVY TRADITION. Many of the values and principles that guide today s Sailors can be attributed to customs and traditions that began in the Navy long ago. From the playing of the Navy Hymn to the ranks and ratings identified on Navy uniforms, the practices, terminology and etiquette that have been handed down from one generation of service members to the next are as powerful as the ships they travel on. Knowing that you re part of something bigger than yourself provides stability, camaraderie and increased self-awareness. Customs and traditions build a bridge between young and old; past and present. They reflect positively on the Sailor, the Navy and the United States, which is why they re so valued in the military and, in particular, the Navy. a. Uniforms: Polished and professional, those who wear the Navy uniform stand tall and proud whether in their blues, khakis or service dress whites. There are uniforms that serve practical purposes. There are uniforms that help Sailors and Officers easily identify one another at a glance. And there are uniforms that are among the most recognizable and striking symbols of honor in the military today. b. Rank/Ratings: One look at a service member s cap, sleeve or chest can tell you a great deal about the role that the individual performs in the Navy. Various badges and insignia are worn in 1-16

21 different places on uniforms to identify Officer Ranks and Enlisted ratings. Even the basic Navy colors of blue and gold have meaning: blue represents the ocean and seas; gold is the color of integrity and valor. c. Navy Hymn: Few songs have the legacy of the United States Navy Hymn. The Rev. William Whiting originally wrote the Navy Hymn in 1860 after surviving a furious storm on the English coast. Inspired by the mighty force that nature can heap upon the sea, Rev. Whiting penned the ode, Eternal Father, Strong to Save. One year later, the hymn was set to music. The first verse would soon be sung at the conclusion of each Sunday s Divine Services at the U.S. Naval Academy in Annapolis, a practice that began in 1879 and continues today. The words were changed several times over the years to reflect cultural shifts and changes in our society. It was the favorite hymn of President Franklin D. Roosevelt and was sung at his funeral. It also played as President John F. Kennedy s body was carried up the steps of the capitol to lie in state. Both presidents served in the Navy. Today, Eternal Father, Strong to Save is used at funerals for those who served or were associated with the Navy. d. Navy Terminology: There are many words and phrases in the English language that can trace their roots to nautical and, in some cases, to actual naval origins. Beyond the general words and phrases that are part of nautical and naval culture, there are also many standard commands and orders that are routinely used in the Navy. By familiarizing yourself with some of the more common examples you will be in a better position to understand and contribute to the Navy ethos and mission. 7. NAVY RESERVE BASICS: STATUS. Each member of the Navy Reserve who is not on the Active Duty List (ADL) is placed in one of three categories: Ready Reserve (USNR-R); Standby Reserve, consisting of the Standby Reserve-Active (USNR-S1) and Standby Reserve-Inactive (USNR- S2); or Retired Reserve (USNR-Retired). Members in the USNR-R and USNR-S1 are considered to be in an active status; members in the USNR- S2 are in an inactive status; members in the USNR-Retired are in a retired status. Assignment to or transfer between any category is made only by NAVPERSCOM (PERS-911) for officers, and NAVPERSCOM (PERS- 912) for USNR-Retired. 1-17

22 Figure 2: Status Chart from: BUPERSINST F a. Status. Each member of the Navy Reserve is in an active, inactive, or retired status as defined below. (1) Active Status. Reserve members assigned to the USNR-R and USNR-S1 are in an active status. Officers in an active status are also listed on the Reserve Active Status List (RASL). Active status members are eligible to: category; (a) Train with or without pay, based on the members (b) Serve on Active Duty (AD), Active Duty Training (ADT), Inactive Duty, or perform Inactive Duty Training (IDT); (c) Earn retirement points; (d) Be considered for advancement or promotion, if eligible 1-18

23 (2) Inactive Status. Reserve members assigned to the USNR-S2 are in an inactive status and are on the Reserve Inactive Status List (ISL). They are NOT eligible to (a) Receive pay for training; (b) Earn retirement points; or (c) Be considered for advancement or promotion or be advanced or promoted. (3) Retired Status. Members in the Retired Reserve are in a retired status. Unless recalled to Active Duty, they may not receive retirement point credit. They may not be advanced or promoted. b. Reserve Categories. (1) USNR-R. Members of the USNR-R are in an active status. The USNR-R is composed of the Selected Reserve (SELRES) and the Individual Ready Reserve (IRR). Members who drill for pay are in the SELRES. Members not assigned to a pay billet are in the IRR. Members in the IRR either participate in a Voluntary Training Unit (VTU) or are assigned to the Active Status Pool (ASP). All individuals obligated to serve in the Navy Reserve shall be assigned to the USNR-R upon original appointment or enlistment and will normally remain in the USNR-R for the remainder of their military service obligation (MSO). Officers remain Ready Reservists until transferred or discharged. Members of the Ready Reserve are eligible for involuntary recall to Active Duty in time of national emergency or when authorized by law. (2) USNR-S1. Navy Reservists are transferred to the USNR-S1 by NAVPERSCOM (PERS-911/913). They are in an active status and are eligible to participate in a Navy Reserve program without pay for retirement point credit only. They may not receive pay, allowances, or travel allowances for any drill participation, ADSW, or ADT. All officers continue to be eligible for promotion consideration. Members are subject to involuntary recall to Active Duty only in time of war or national emergency per 10 U.S.C., Reservists eligible for USNR-S1 are transferred to that category by NAVPERSCOM (PERS-911/913) for any of the following reasons: (a) Reservists who have temporary mobilization restrictions as identified through the mobilization screening process or for other reasons approved by NAVPERSCOM (PERS-911/913) and intend to return to the USNR-R. (b) Reservists who are declared to be key employees in either the Federal or non-federal workforce per applicable Department of Defense (DOD) instructions or DOD policy guidance. 1-19

24 (c) Reservists, other than those with designator 1945, preparing for religious ministry by attending recognized theological or divinity schools (or equivalent) or those preparing to meet religious faith group requirements. (d) Reservists, other than designated medical department officers (19X5 designator), who enroll in an accredited medical, osteopathic, or dental program. (e) Reservists whose retention in an active status for reasons other than those specified above is considered by the Secretary of the Navy (SECNAV) to be in the best interest of the Navy. (3) USNR-S2. Members transferred to the USNR-S2 by NAVPERSCOM (PERS-911D) are in an inactive status. They may not participate for retirement points or pay and may not be assigned to any Navy Reserve organization other than the Inactive Status Pool. They may not be considered for advancement or promotion. If they have been selected for advancement or promotion but not advanced or appointed to the higher rank or rating at the time of their transfer to the USNR-S2, that promotion or advancement will not take effect. They are subject to recall as authorized by law. Officers not eligible for transfer to the Retired Reserve may normally remain in the USNR-S2 for 1 year. After that time, officers will be screened and considered for discharge unless they: (a) Execute a Ready Reserve Transfer Request Service Agreement, if eligible; (b) Request transfer to the IRR, if eligible; (c) Are approved to remain on the ISL for an additional period of time; or (d) Are members receiving annual Voluntary Separation Incentive (VSI) payments. Reservists who have completed their MSO may be transferred to USNR-S2 by NAVPERSCOM (PERS-911D) for any of the following reasons: (a) Failure to become active in the Navy Reserve program after receiving notice of MSO completion (officers only). (b) Failure to satisfy minimum participation requirements Submission of a personal request that is approved by NAVPERSCOM (PERS- 911D). (c) Selective early removal from the RASL under 10 U.S.C., Members eligible for retired pay under 10 U.S.C., chapter 1223, with a disability rating of less than 30 percent and assigned to the USNR-S2 instead of being separated for that disability. 1-20