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IN THIS ISSUE

Sailors shape the future of Navy uniforms

Scientists, designers, engineers and textile experts from the NEX Service Command’s Navy Clothing and Textile Research Facility worked with nearly 80 female Sailors during a ﬁve-day ﬁt evaluation to collect data using cutting-edge technologies and methodologies to evaluate prototype uniforms. Page A4

NORFOLK, Virginia (September 2, 2026) Capt. Ray Glenn, Commanding Officer, Naval Station (NAVSTA) Norfolk, welcomes Specialist Four Kenneth J. David, U.S. Army, to NAVSTA Norfolk at the American Airlines Flagship Valor Tour, Sept. 2. Naval Station Norfolk hosted the American Airlines Flagship Valor Tour, recognizing Medal of Honor recipients for their unparalleled bravery in combat. (U.S. NAVY PHOTO BY MASS COMMUNICATIONS SPECIALIST 1ST CLASS CODY D. BEAM)

Valor Tour brings Medal of Honor recipients to Naval Station Norfolk

By Kelly Wirfel NAVAL STATION NORFOLK

NORFOLK, Va. — Four Medal of Honor recipients visited Naval Station Norfolk Sept. 2 as part of the second annual American Airlines Valor Tour, giving Sailors and members of the military community a rare opportunity to engage with some of the nation’s most distinguished veterans and hear ﬁrsthand about courage, leadership and service. Maj. Gen. Patrick Brady, Spc. 4 Kenneth David, Col. Walter Joseph “Joe” Marm Jr. and Command Sgt. Maj. Terry Richardson, all retired U.S. Army veterans who served during the Vietnam War, were honored during the event. Richardson addressed the audience, sharing lessons from his military service and experiences in

combat. “Their individual stories are different and their experiences are different, but they share something that transcends rank, service and generation: an unwavering commitment to the people serving beside them,” said Capt. Ray Glenn, commanding officer of Naval Station Norfolk. Richardson spoke to Sailors about leadership, responsibility and the bonds formed among service members in difficult circumstances. “Courage isn’t about thinking you’re a hero,” Richardson said. “It’s about taking care of the people beside you and doing what has to be done when they’re counting on you.” Richardson received the Medal of Honor March 2 for his actions Sept. 14,

NORFOLK, Virginia (September 2, 2026) Capt. Ray Glenn, Commanding Officer, Naval Station (NAVSTA) Norfolk, introduces attending Medal of Honor recipients during the American Airlines Flagship Valor Tour, Sept. 2. (U.S. NAVY PHOTO BY MASS COMMUNICATIONS SPECIALIST 1ST CLASS CODY D. BEAM)

See VALOR TOUR on Page A2

25 Years and never forgotten: Norfolk Naval Shipyard comes together to remember Sept. 11, 2001 By Kristi R Britt NORFOLK NAVAL SHIPYARD

For many across the nation Sept. 11, 2001, they awoke that morning to their regular routines, heading off to work, school, or wherever life had planned for them that particular day. What many had presumed would be just another normal day in the United States… quickly turned into a national nightmare. Nineteen al-Qaeda terrorists hijacked four commercial airplanes to wreak an unimaginable amount of death and destruction on American soil. A quarter-century ago today, two flights, American Airlines Flight 11 and United Airlines Flight 175, crashed directly into the Twin Towers at the World Trade Center in New York City. Those two towering skyscrapers, once staples of the city skyline, were sent crumbling to the ground veiled in flame and smoke. Within the hour of the Twin Tower attacks, American Airlines Flight 77 crashed into the Pentagon in Washington, D.C causing extensive structural damage and a massive jet Norfolk Naval Shipyard (NNSY) Sailors and civilians gather together for the annual NNSY fuel fire that burned for hours across multi- Patriot Day Fall-In for Colors Sept. 11, honoring 25 years since Sept. 11, 2001. (PHOTO BY ple floors. The fourth plane, United Airlines PETTY OFFICER 1ST CLASS CHRISTIAN VICTOR BAUTISTA, NORFOLK NAVAL SHIPYARD)

Flight 93, never made it to its intended destination as the brave passengers stormed the cockpit and seized control, bringing the plane down in Shanksville, Pa. Sept. 11, 2001, was cemented in history as the deadliest terrorist attack on American soil. A total of 2,977 people from 93 nations lost their lives and more than 6,000 were injured, with 2,753 killed in New York, 194 killed at the Pentagon, and 40 killed on Flight 93. All eyes were turned to watch these horrific events happen in real-time, shaking not just our nation but many across the globe to their core. It was deemed a day we would “never forget.” And as we reflect on that day 25yearsago,thatstatementcontinuestoreign true with all of us as we reflect on that fateful day and how our nation rallied together in its darkest hour, uplifting each other through the tragedy and instilling pride and strength in the American people. At Norfolk Naval Shipyard (NNSY), our military and civilians continue to honor the fallen each year with the annual Patriot Day Fall-In for Colors Sept. 11. Hosted by the See REMEMBERING on Page A4

USNS William McLean receives Presidential Unit Citation for historic deployment Page C6

At sea for 152 days , the McLean traveled 135,000 nautical miles. Sustaining 45 U.S. Navy and coalition ships, the crew executed 70 replenishments, and so much more. Page A2

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ﬂagshipnews.com | Section A | Thursday, September 17, 2026

Norfolk, Va. (Sept. 2, 2026) – U.S. Navy Capt. Elizabeth Nelson, commodore, Military Sealift Command Atlantic (MSC Atlantic), welcomed home the civil service mariner (CIVMAR) crew of USNS William McLean (T-AKE 12), Sept. 2. She presented the team with the Presidential Unit Citation (PUC) award for an extraordinary deployment, supporting the USS Gerald R. Ford Carrier Strike Group (GRFCSG) during Operation Epic Fury (OEF). (PHOTO BY LASHAWN SYKES)

USNS William McLean receives Presidential Unit Citation for historic deployment

By Lashawn Sykes USN MILITARY SEALIFT COMMAND

NORFOLK, Va. — U.S. Navy Capt. Elizabeth Nelson, commodore, Military Sealift Command Atlantic (MSC Atlantic), welcomed home the civil service mariner (CIVMAR) crew of USNS William McLean (T-AKE 12), Sept. 2. She presented the team with the Presidential Unit Citation (PUC) award for an extraordinary deployment, supporting the USS Gerald R. Ford Carrier Strike Group (GRFCSG) during Operation Epic Fury (OEF). McLean earned the PUC award alongside MSC’s ﬂeet replenishment oiler USNS Kanawha (T-AO 196). Together, they share the historic distinction of being the ﬁrst MSC Combat Logistics Force (CLF) vessels to receive this prestigious award. Kanawha

received her award, July 17, 2026. “You are the lifeline of the sea,” Nelson said. “McLean’s performance underscores the indispensable role that MSC’s CLF ships play in modern naval operations — ensuring U.S. and coalition forces remain forward, ready, and capable.” Deployed for 179 days, the McLean served as a strategic enabler across the U.S. Fifth and Sixth Fleets, enabling sustained, port-independent operations for high-proﬁle missions like OEF and Cobalt Shield. In its role as a ﬂoating warehouse, the ship replenished fuel, ammo, and stores while underway and eliminated the need for GRFCSG and other U.S. Navy and coalition warships to break station for logistical support. At sea for 152 days , the McLean traveled 135,000 nautical miles. Sustaining 45 U.S. Navy and coalition ships, the crew executed

70 replenishments, transferred more than ﬁve million gallons of fuel, moved 1,900 cargo pallets, and transported 70 people. The McLean crew also set the gold standard as goodwill ambassadors during 18 port visits to Greece and Italy. As MSC ambassadors, the crew helped to forge bonds of trust in the world of combat logistic sea services. “The crew is proud to have been included in the recognition afforded by the battle group’s receiving the PUC, said Capt. Jeffrey Helfrich, McLean’s ship master. “The logistics support provided by William McLean was instrumental in the accomplishment of the mission”. USNS William McLean is a Lewis and Clark-class dry cargo and ordnance vessel of the United States Navy Military Sealift Command. It is named in honor of William McLean, a United States Navy physicist, who

VALOR TOUR

from Page A1

1968, near Loc Ninh, Vietnam. Then a staff sergeant, Richardson repeatedly exposed himself to enemy ﬁre to rescue wounded Soldiers and later directed airstrikes against enemy positions despite being wounded himself. His actions are credited with saving 85 fellow Soldiers. Glenn emphasized that the lessons represented by Richardson and the other recipients remain relevant to today’s Sailors, particularly at an installation responsible for supporting the operational readiness of the U.S. Atlantic Fleet. “Readiness is about much more than ships, equipment and infrastructure,” Glenn said. “Ultimately, readiness comes down to people.” The Valor Tour also included Chef Robert Irvine, a longtime supporter of service members and military families who has previously visited Naval Station Norfolk in support of Sailors and their families. The recipients traveled as part of the Valor Tour, which connected Medal of Honor recipients with service members at military installations and provided opportunities to share their experiences with a new generation. The tour also visited Fort Bragg and the U.S. Military Academy at West Point. Glenn closed the event by encouraging Sailors to carry the lessons of the afternoon back to their commands, ships and workplaces. “My hope is that we leave a little different than when we arrived, with a renewed understanding of what courage looks like, what leadership demands and what it truly means to serve others,” Glenn said. NORFOLK, Virginia (September 2, 2026) Retired Command Sgt. Maj. Terry P. Richardson, U.S. Army, speaks to military members assigned to Naval Station (NAVSTA) Norfolk and tenant commands during the American Airlines Flagship Valor Tour, Sept. 2. Naval Station Norfolk hosted the American Airlines Flagship Valor Tour, recognizing Medal of Honor recipients for their unparalleled bravery in combat. (U.S. NAVY PHOTO BY MASS COMMUNICATIONS SPECIALIST 1ST CLASS CODY D. BEAM)

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Managing Editor | PO1 Cody D. Beam 757-322-2853 | cody.d.beam.mil@us.navy.mil Graphic Designer | Teresa Walter teresa.walter@virginiamedia.com

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The Flagship® is published by Flagship, LLC., a private firm in no way connected with the Department of Defense (DOD) or the United States Navy, under exclusive written contract with Commander, Navy Region Mid-Atlantic. This civilian enterprise newspaper is an authorized publication for members of the military services. Contents of the paper, including advertisements, are not necessarily the official views of, nor endorsed by, the U.S. Government, DOD, or the Department of the Navy (DON). The appearance of advertising in this publication, including inserts and supplements, does not constitute endorsement by the DOD; DON; Commander, Navy Region Mid-Atlantic or Flagship, LLC. of the products or services advertised. Everything advertised in this publication shall be made available for purchase, use, or patronage without regard to race, color, religion, gender, national origin, age, marital status, physical handicap, political affiliation, or any other non-merit factor of the purchaser, user, or patron. If a violation or rejection of this equal opportunity policy by an advertiser is confirmed, the publisher shall refuse to print advertising from that source until the violation is corrected. Editorial content is edited, prepared and provided by the Public Affairs Department of Commander, Navy Region Mid-Atlantic. Stories may be submitted via email to news@flagshipnews.com. The Flagship® is published every Thursday by Flagship, LLC., whose offices are located at 804 Greenbrier Circle, Suite C, Chesapeake, VA 23320.

conceived and developed the heat-seeking Sidewinder missile. As part of MSC’s Combat Logistics Force vessels, McLean resupplies the ﬂeet with fuel, stores, and ammunition, enabling Navy combat ships to remain at sea for extended periods. MSC operates more than 140 civilian-crewed ships that replenish Navy vessels, preposition combat cargo, and move military supplies for deployed U.S. forces and coalition partners. Over the last 77 years, MSC has conducted hundreds of thousands of replenishments at sea. For more information about Military Sealift Command, visit MSC at https://www. msc.usff.navy.mil.

ﬂagshipnews.com | Section A | Thursday, September 17, 2026

Always do the right thing: Dennis Connell retires after 41 years of public service By Petty Officer 2nd Class Travis Decker NAVAL MEDICAL FORCES ATLANTIC

PORTSMOUTH, Va. — Dennis Connell, an administration specialist with Naval Medical Forces Atlantic, retired from Civil Service after 41 years of combined military and federal civilian service, during a ceremony aboard Portsmouth Naval Medical Center, Aug. 28, 2026. His decades of dedicated mentorship and administrative support reinforced Navy Medicine’s commitment to developing its workforce and maintaining a collaborative workplace. “After serving 20 years in the Air Force, I dabbled in civilian work life and found it unappealing,” said Connell. “I missed the camaraderie of the military lifestyle and so decided to give back more to my country. I chose government Civil Service and have never looked back.” A native of Rensselaer, New York, Connell learned the value of a strong work ethic at an early age. Working for the City of Rensselaer at age 16, he found that dedication, consistency, timeliness, and integrity were essential tools for public service. “I’ve used these tools for the last 56 years and they have never done me wrong,” Connell explained. Connell began his civilian government career at NMFL in 2005, when it was known as Navy Medicine East. During that time, Navy Medicine has grown into an enterprise. “When I first started at NMFL I supported 60 personnel,” Connell said during his retirement address. “Now the command has almost doubled and has a full staff of Yeomen and Personnelmen who share in every aspect of the administration.” Connell said although he has worked with several administrative teams, his most recent team became more than colleagues—they became family. “I consider each of them like my own children,” said Connell. “I’ve dished out praise when it was called for, and also let themknowwheretheyerred,inthehopethey could learn from their mistakes and become better administrators,” he said. His commitment to mentoring junior staff and encouraging continuous professional development exemplified the command’s focus on developing personnel and maintaining administrative readiness. “ Someone once told me that the definition of integrity is doing the right thing even when no one is watching. If I could leave one thing to this group of administrators it is this: ‘Always do the right thing,” he advised. During the ceremony, Connell was presented with the Meritorious Civilian Service Award, one of the highest Navy civilian honors which recognizes one’s contri-

Cmdr. Joseph Fromknecht, a deputy chief of staff assigned to Naval Medical Forces Atlantic, presents Dennis Connell, an administration specialist with NMFL, and a native of Rensselaer, New York, with a retirement gift during Connell’s retirement ceremony aboard Naval Support Activity (NSA) Hampton Roads - Portsmouth Annex, Portsmouth, Virginia, Aug. 28, 2026. Connell retired from federal civil service following 41 years of combined military and federal civilian service. (U.S. NAVY PHOTO BY MASS COMMUNICATION SPECIALIST 2ND CLASS LEVI DECKER)

butions have provided signiﬁcant value or beneﬁt to the Navy and Marine Corps. For 21 years, Connell’s work supported the administrative readiness of NMFL commands across North America, Europe, and the Caribbean. For more than two decades, Connell provided administrative oversight, technical guidance, and leadership to 21 commands worldwide. Each year he reviewed 47 command instructions and managed records and programs, as well as processed more than 600 awards, and 800 Enterprise Management Tasking System actions. His oversight ensured Sailors and civilians received timely recognition, and critical tasking was completed accurately and on schedule. Connell’s attention to detail and commitment to quality resulted in awards being processed with 100% accuracy and tasking actions achieving a 99% on-time completion rate. He coordinated with high headquar-

ters and regional commands to facilitate the timely completion of assigned actions. Regional commands also sought Connell’s expertise to conduct annual reviews of their medical inspector general programs. His thorough assessments helped commands prepare for successful inspections by ensuring they had the necessary tools and guidance, strengthening institutional readiness. Together, these efforts helped leaders maintain accountability, make informed decisions and keep commands focused on medical and operational readiness. “Everything I’ve done while in government service was to further the mission of my command, and to serve the American people,” said Connell. As he prepares for the next chapter of his life, Connell expressed deep gratitude to his wife, Denise, for her unwavering support, his children and grandchildren, and his sister for setting a strong example. Connell plans to

volunteer for various organizations, including Habitat for Humanity, Appalachian Trail Conservatory, and hopes to docent for local history museums. He also has plans to travel with his wife and enjoy his grandchildren. Connell closed his remarks by reﬂecting on the nation’s resilience. “We are the United States of America and for the last 250 years we have weathered the ups and downs of our nation,” Connell said. “We will weather the current and future storms that we ﬁnd ourselves in, and we will be a better nation for it.” Naval Medical Forces Atlantic leads 21 subordinate commands in advancing Navy Medicine’s readiness mission—ensuring deployable medical capability and operational support to the Fleet and Marine Corps worldwide.

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ﬂagshipnews.com | Section A | Thursday, September 17, 2026

Sailors shape the future of Navy uniforms Courtesy Story NAVY EXCHANGE SERVICE COMMAND

“I feel like I’m drowning when I wear men’s sizes,” said Cmdr. Jennifer Lo, who has served in the Navy for 30 years. For Lo and other female Sailors, finding a uniform that fits is about more than appearance. It is about confidence and functional readiness so Sailors show up equipped to do the job. Scientists, designers, engineers and textile experts from the Navy Exchange Service Command’s Navy Clothing and Textile Research Facility worked with nearly 80 female Sailors during a five-day fit evaluation Aug 17-21, 2026, onboard Joint Expeditionary Base Little Creek-Fort Story and at NEX Norfolk, Virginia. The research team collected measurement data and used cutting-edgetechnologiesandmethodologies to evaluate prototype uniforms for concept of fit, functional design and accuracy of the size prediction. Sailors tried on several prototype uniforms and provided immediate feedback while experts conducted the assessments. Fit Clinic participants’ input is helping the Navy identify acceptability of new fit types and update patterns to build uniforms around the people who wear them. “We learned from our Fit Clinics in 2022 that we needed to expand our current ‘Alpha’ and “Bravo’ modernized fit types to add ‘Charlie’ and ‘Delta’ as well to ensure we captured all body types,” said Dr. Brianna Plummer, Group Leader, Design & Testing Laboratories at NCTRF. “The data collected from the latest fit evaluation will help determine whether the additional fit categories are needed and whether they align with existing body types.” Lo, assigned to Navy Medicine Readiness and Training Unit, Joint Expeditionary Base Little Creek - Fort Story, has attended the three Fit Clinics held in Virginia since 2022. She said decades of uniform challenges have made the need for Navy’s newer numeric sizing system for the Navy Working Uniform Type III a welcome change. “I appreciate the women’smodernizedfitasthenumericsizing fits better,” said Lo. Fire Controlman 1st Class Ariana Friedrichs, assigned to the Transient Personnel Unit at Naval Station Norfolk, Virginia, came for two reasons - to help solve her own

A researcher with the Navy Exchange Service Command’s Navy Clothing and Textile Research Facility (NCTRF) evaluates the fit of a female Sailor’s prototype Service Dress White uniform during a Navy uniform fit evaluation at Joint Expeditionary Base Little Creek-Fort Story, Virginia, Aug. 20, 2026. Sailors tried on prototype slacks, shirts and jumper tops while researchers assessed garment fit against the Navy’s modernized sizing system and gathered immediate feedback from participants. (U.S. NAVY PHOTO BY CHRIS ABAYA/RELEASED)

uniform fit challenges and to make things better for the Sailors who come after her. “My mom helped me, so I want to help future Sailors have better fitting uniforms,” said Friedrichs. Inside the Fit Clinic, researchers took measurements and fitted Sailors in prototype slacks, shirts and jumper tops. The team compared how each garment fit against the Navy’s modernized sizing system, while Sailors learned which sizes may work best for them. Once the clinic was wrapped up, the research team’s next step is to analyze the

measurements and Sailor feedback and use the findings to guide future sizing recommendations. “We are committed to providing certified, high-quality Navy uniforms so that Sailors are comfortable and professional looking so that they can focus on their mission,” Plummer said. The modernization effort replaces an outdated, restrictive sizing system with a more consistent fit across a Sailor’s uniform wardrobe, giving Sailors the confidence they can select the right size the first time and reduce the need for costly alterations. Results are already reaching the fleet. Service Khaki

slacks with back pockets, and the Summer and Dress White female overblouses in both short-sleeve and long-sleeve, are now available at select NEX Uniform Shops and online at myNavyExchange.com. NCTRF is currently focused on modernizing the size and ﬁt of female uniforms plans to evaluate male uniform sizing in the coming years. The goal is simple: Uniforms should ﬁt the Sailors wearing them and Sailors should have a say in how the Navy gets there.

The intruder on the edge of the breach By Jonathan Thompson NAVAL SURFACE WARFARE CENTER CARDEROCK DIVISION

On the morning of Sept. 11, 2001, at 9:37 a.m., American Airlines Flight 77 crashed into the Pentagon, claiming the lives of 184 people. In the immediate, chaotic aftermath — just a day after the hijacked plane’s wreckage was pulled from the side of the building — a small team of historians and curators was granted access to the impact zone. Among them was Dana Wegner, the Navy’s senior curator of models from Naval Surface Warfare Center, Carderock Division. Their grim task was to walk through the devastation to mark and save artifacts that would tell the story of the attack to future generations. They navigated a space where the building had been obliterated, walking across a flat concrete deck covered in puddles from the firefighting efforts. Thinking their primary job was done, Wegner and his colleague from Carderock decided to scout a little further. They ventured up to a third-story office that was teetering right on the edge of the massive breach. The exterior wall was completely gone, leaving the office wide open to the sky and the elements. The occupants had evacuated in a hurry, leaving behind their daily routines. There, sitting exposed to the wind and recent rain, was a personally owned model of an A-6 Intruder. For more than 30 years, the actual A-6 Intruder served as the all-weather workhorse of the Navy and Marine Corps, famous for pushing through the harshest conditions. Fittingly, this professional desktop replica had just survived a devastating inferno. It was a faithful, accurate tribute piece that an aviator would proudly display to represent their service. Beneath the canopy, the pilot’s name, CDR Boxman Wood was still clearly visible. Wegner immediately recognized its value

A model of an A-6 Intruder recovered from debris at the Pentagon rests on display following the Sept. 11 terrorist attacks. (U.S. NAVY PHOTO BY TRAVIS TROLLER)

as a survivor of the attack. The model was heavily coated in soot from the explosive ﬁre. Recognizingthatthisashwasthemostcritical part of its history, Wegner carefully sprayed the model with a ﬁxative right then and there to lock the smoke damage in place. Aside from

a few ﬁngerprints where the curators had to hold it to carry it out of the ruined building, the model remained unaltered. For nearly a quarter of a century, the Intruder has been meticulously preserved and protected by the curator of models at Carderock. Now, as the

REMEMBERING from Page A1

NNSY First Class Petty Officer Association (FCPOA) in collaboration with the NNSY Veterans Network, this ceremony provided the workforce opportunity to honor the memory and sacrifice of those who lost their lives during the Sept. 11, 2001 terrorist attacks. “For those of us who bore witness to the events of that day, it’s shocking to think that a quarter century has passed, because it’s so deeply seared into our memories as Americans,” said Shipyard Commander Rear Admiral Kavon Hakimzadeh. “Our nation was shaken to its core by an act of terrorism that left a scar across our hearts. Though one of our darkest days as a nation, we also witnessed the very best of the American spirit. We saw it in the unparalleled bravery of the firefighters, police officers, paramedics, and military personnel who ran toward danger to save others. We saw it in the ordinary citizens who became extraordinary heroes in a matter of minutes, endangering and in many cases even sacrificing themselves so that others might live.” Hakimzadeh added, “Here at America’s Shipyard, the legacy of 9/11 carries a profound and direct connection to our daily mission in service to our nation’s fleet. In the days,

Norfolk Naval Shipyard (NNSY) Sailors and civilians gather together for the annual NNSY Patriot Day Fall-In for Colors Sept. 11, honoring 25 years since Sept. 11, 2001. (PHOTO BY PETTY OFFICER 1ST CLASS CHRISTIAN VICTOR BAUTISTA, NORFOLK NAVAL SHIPYARD)

weeks, and years following the attacks, the United States military was called upon to demonstrate its might and combat terrorism around the world. That power would have been impossible without the hands, minds, and tireless dedication of all of you, our shipyard workforce. Thousands of dedicated individuals, from skilled craftsmen, engineers, technicians, administrators, and more, stand

together shoulder-to-shoulder with our military — driving excellence every single day as we work to return our Navy assets back to the fleet, ready to serve at the front lines in defense of our nation.” The ceremony also included participation from Navy firefighters, police officers, and paramedics; an invocation and benediction from NNSY/Naval Support Activity-Ports-

nation approaches the 25th anniversary of 9/11 following the Navy and country’s 250th anniversaries, it stands as a silent witness. Its soot-stained fuselage offers a tangible, haunting connection to the events of that day—and a quiet tribute to the 184 lives lost.

mouth Chaplain Lt. Anthony Johnson; a detailed September 11, 2001 timeline as well as an honor for Old Glory provided by the FCPOA; and musical accompaniment by the U.S. Fleet Forces Band bugler Musician Senior Chief Petty Officer (MUCS) Collin Reichow, NNSY Command Master Chief (CMC) Stephanie Canteen, and bagpiper Lt. Col. (Ret.) Thomas Metz. “It is an important time to be amongst our friends and colleagues as we remember and never forget Sept. 11, 2001,” said Nuclear Machinist’sMateChief(MMNC(sel.))Timothy Harrison. “We honor the courage of those who put themselves in harm’s way to save others. We come together with prayer and gratitude for the strength that has fortified us across these 25 years, and we renew the love and faith that binds us together as an American family.” “As we observe this somber anniversary, remember that our strength lies in our unity and commitment to the mission,” said Hakimzadeh. “The security of our nation is forged right here on our deckplates, through the sweat, expertise, and dedication of this civilian-military team. Thank you for what you do every day to keep our Navy fit to fight. Together, as one unified team, let’s continue to lead with integrity, shake up the status quo asneeded,andcontinuetodeliverunmatched excellence for our Navy and our nation.”

ﬂagshipnews.com | Section A | Thursday, September 17, 2026

Beyond the cockpit: An aviator’s disassociated sea tour aboard Nimitz By Seaman Apprentice Raven Fraser USS NIMITZ (CVN 68)

For most of his naval career, Lt. Kyle Fringer has experienced naval operations from the inside of a P-8A Poseidon multi-mission maritime patrol and reconnaissance aircraft. His background as a naval flight officer (NFO) taught him to understand the missionfromtheair,whereheprovidedships, other aircraft, and even troops on the ground with actionable information and intelligence. As a tactical action officer (TAO) aboard the Nimitz-class aircraft carrier USS Nimitz (CVN 68), Fringer has spent the last 18 months seeing these operations from a different perspective. Inside Nimitz’ combat direction center, he leads the team responsible for maintaining the ship’s tactical picture and directing the safe and effective employment of the aircraft carrier and all of its aircraft. This assignment is Fringer’s disassociated sea tour, an opportunity for naval aviators to serve at sea outside a traditional flying billet. The orders temporarily remove aviators from the cockpit, but place them in positions where they get to experience different warfare areas and leadership responsibilities which are unique to service as a member of ship’s company. Fringer asserts that the ship’s 2025 and 2026 deployments were particularly excellent opportunities to develop skills outside those typically flexed in the operation of a P-8A aircraft. “Deploying as a TAO in highly dynamic operating areas definitely improved my ability to be more flexible and to make quicker decisions based on training and limited information.” Some examples of operations Fringer was able to direct as TAO during these deployments to the 4th, 5th, and 7th fleet areas included search and rescue, maritime interdiction, defensive counter air, and high value asset protection. During both deployments, but especially during the ship’s Southern Seas 2026 mission, Nimitz’s crew also gained extensive experience working and training alongside partner and allied naval forces. “It was really interesting to learn how a smaller force can utilize different tactics to address some of the same challenges we face

Lt. Kyle Fringer, assigned to Nimitz-class aircraft carrier USS Nimitz (CVN 68), reunites with his family after returning to Naval Base Kitsap, Washington, Dec. 16, 2025. Nimitz, ﬂagship of Carrier Strike Group (CSG) 11, returns to its homeport of Bremerton following a nine-month mission to the U.S. 3rd, 5th, and 7th Fleets areas of operation demonstrating the U.S. Navy’s unwavering commitment to a free and open Indo-Paciﬁc. (U.S. Navy photo by Mass Communication Specialist 3rd Class Matthew C. WOLF)

in the much larger U.S. Navy,” said Fringer. “I think we were really able to learn and apply lessons from observing each other’s strengths.” Fringer also says that the tour’s value has extended beyond watchstanding to building relationships with shipmates from communities he may not have worked alongside during a traditional aviation assignment. He also said this provides a larger pool of more senior officers who can provide different perspectives on leadership. “I have had several mentors that taught me so much about how to be a humble leader,

when to be vulnerable and honest, and when to show a strong face.” For some aviators, accepting orders away from flying is a difficult decision. Time in the cockpit matters. Proficiency matters. Career timing matters. Fringer’s experience offers another consideration: what an aviator can gain while away from flying. “I have grown a lot and learned a lot about peer leadership, as well as leading at a much larger scale,” Fringer said. “In the aircraft, I’m in charge of the safety and employment of 9 people. As TAO, I am responsible for the safety and defense of a ship with as many as

5,000 souls onboard.” For other aviators up for disassociated tour orders, Fringer strongly urges them to consider a tour as a carrier TAO. “I can’t think of a better opportunity to gain as vast and diverse an understanding of the Navy,” said Fringer. “I’ve been able to direct multiple ships, helos, jets, and thousands of Sailors in the defense and operation of an entire carrier strike group.” “I’m extremely proud of the impact I’ve been able to make outside the aircraft.”

Mid-Atlantic Regional Maintenance Center technicians use augmented reality to bring real-time support to the ﬂeet By Hendrick Dickson MID-ATLANTIC REGIONAL MAINTENANCE CENTER

Last spring, the Navy introduced a transformational Augmented Reality Maintenance System (ARMS) to the ﬂeet and began installing the technology aboard ships to deliver real-time maintenance solutions to Sailors deployed at sea. A year later, electronic technicians in Mid-Atlantic Regional Maintenance Center’s (MARMC) Satellite Communications (SATCOM) Branch (Code 283), who provide technical assistance, engineering evaluations, maintenance, and depot-level repairs for critical satellite communication equipment aboard Navy vessels, are using the system from their Norfolk headquarters to solve problems, conduct repairs and train Sailors operating around the world. ARMS is a remote-assistance technology developed by the Naval Surface Warfare Center, Port Hueneme Division. It acts as a

high-tech version of FaceTime or Microsoft Teams for ships with kits consisting of video glasses, a still camera, and either a non-classified or secret network tablet. “The Sailors, by wearing a camera and using a tablet, can talk to and see us and we can see what they see,” said Code 283 Electronics Technician Kailars “Lek” Morgan. “We can conduct essentially, a video chat with them in person and walk them through whatever the situation is — troubleshooting or conducting repairs.” ARMS provides multiple benefits to the technicians and the Sailors. Primarily, it is a cost-effective way to keep SATCOM systems up in running. “It eliminates the need for a MARMC technician to fly out to the ship. It saves both time and money and allows us to remain here to take care of other ships,” said Code 283 Electronics Technician Marcus Thompson. The technicians have also supported Sailors operating in combat environments, resolving SATCOM issues and allowing them to

remain on station. “We had a carrier on deployment having critical issues to half their UHF (ultra-high frequency) SATCOM,” said Thompson. “We were able to diagnose faulty ﬁber connection based on what the technician was able to show us on screen. We were able to walk them through the settings and the cabling they needed to ﬁx onboard to get themselves back up. “We also had an LPD (amphibious transport dock vessel) that was operating in the Caribbean last winter whose DMRs (digital modular radios) were having power faults,” added Morgan. “We did many sessions with them, talked them through troubleshooting process and were able to see it as they were going through it. That was extremely helpful in keeping their DMRs operating.” ARMS has also allowed the team to conduct training with Sailors virtually, helping develop self-sufficient electronic technicians at sea. “We’re doing training in real time. It’s

almost like we’re on board with them,” said Morgan. “We could talk them through written procedures and run through them multiple times until they’re able to see exactly how to troubleshoot and maintain the equipment.” The only regional maintenance center in the Mid-Atlantic, MARMC supports more than 70 ships on the East Coast. Embracing new and innovative technologies like ARMS and advanced manufacturing is vital to maintaining fleet readiness. “Thisisthewayofthefuture,”saidThompson. “As connectivity improves with each update, I see an almost total replacement of email troubleshooting due to the more rapid response time. Also, it is much more precise. I can see ARMS replacing the majority of Onboard Tech Assists and fly aways.” MARMC, a field activity under Program Acquisition Executive Industrial Operations, provides surface ship maintenance, management and oversight of private sector maintenanceandfleettechnicalassistancetoshipsin the Mid-Atlantic region of the United States.

ﬂagshipnews.com | Section A | Thursday, September 17, 2026

Rear Admiral Todd E. Whalen (left) relieves Rear Adm. Daniel P. Martin (center) as the 60th commander of the Naval Safety Command during a change of command ceremony at the Center for Naval Aviation Technical Training Unit, Sep. 11, 2026. The Naval Safety Command enhances the Navy’s ability to identify, communicate and account for risk through assessments, investigations, and Navy-wide policy development. (U.S. NAVY PHOTO BY MASS COMMUNICATION SPECIALIST BENJAMIN F. DAVELLA III)

Naval Safety Command welcomes new commander Courtesy Story NAVAL SAFETY COMMAND

Naval Safety Command (NAVSAFECOM) held a change of command ceremony at the Center for Naval Aviation Technical Training Unit Oceana Ceremonial Hangar on Sept. 11, where Rear Admiral Todd E. Whalen relieved Rear Adm. Dan “Dino” Martin as the 60th commander of the Navy’s safety organization. Retired Vice Admiral DeWolfe Miller III delivered remarks as the keynote speaker. Martin, a career F/A-18 Hornet pilot, assumed command of NAVSAFECOM in August 2024. “As I stand here before you, I am proud of the achievements that the men and women of the Naval Safety Command have made over the past two years,” Martin said. “Two years ago, I said, ‘Self-inflicted wounds that pull player off the field are just that: self-inflicted. These incidents restrict our ability to remain forward, while deployed.’ I made a commitment then that I would do my very best to better prepare the fleet to push forward and

‘play that away game’ so they can succeed operationally when it matters most.” NAVSAFECOM is tasked to identify leading indicators of risks and hazards to empowerourwarfighterstoembraceaproactive culture of risk identification and management to achieve zero preventable mishaps and to effectively manage the consequences of mishaps to minimize damage. “We have made tremendous strides in maturing the Risk Management Information safety reporting platform, increasing the number of safety program modules each year and making it easier to input data and more efficient for our users across the enterprise,” said Martin. “Our data analytics teams continue to support the fleet through development of risk forecasting models across the naval enterprise, delivering a tool that enables our commanders to make informed decisions when and where it matters. Our assessment teams are out on any given week, evaluating how naval organizations identify, communicate, and account for operational risk. When a mishap occurs, our investigators are ready to

quickly respond and assist during the safety investigation process.” Martin noted over the past year the command’s safety professionals have taken a pragmatic approach aimed at helping develop a risk control system that integrates existing safety and risk management programs into a single, unified framework, reducing stovepipes and improving overall risk visibility across the Navy. “This new framework will ultimately replace the current Safety Management System and reinforces the adoption of a single “risk” lexicon that replaces operational risk management,” he said. “Ultimately, our enduring objective is to ensure our Sailors and Marines remain on the field ready to face any challenge head-on, that personnel at all levels are empowered to identify and communicate hazards, embrace a strong “speak-up” culture and receive clear guidance to make more risk informed decisions both on and off duty,” he said. Whalen, a naval nuclear officer, brings a wealth of fleet experience to the command.

In addition to several assignments ashore, he has completed operational tours on multiple surface ships at sea. In his first flag officer assignment, Whalen served as the 72nd President of the Board of InspectionandSurvey.Mostrecently,Whalen served as Commander, Carrier Strike Group Three. “I’m honored to take command of Naval Safety Command, and I look forward to getting after it with this team of professionals to enable warfighting readiness and support our Sailors and Marines in the fleet,” said Whalen. NAVSAFECOM serves as the naval enterprise lead for non-nuclear safety standards, expertise and oversight of the Navy and Marine Corps Safety Management System. The command’s mission is to preserve warfighting capability and enhance combat lethality and readiness by working with its stakeholders to identify, mitigate or eliminate hazards to reduce unnecessary risk to people and resources.

MCPON Perryman marks ﬁrst year in office

key stakeholders together to regularly examine issues affecting Sailors and Fleet readiness. The council provides a recurring forum to identify Fleet concerns, assess challenges and elevate issues requiring senior leader attention. The council also provides a mechanism to maintain visibility on those concerns and track progress as the Navy works toward solutions.

Courtesy Story OFFICE OF THE MASTER CHIEF PETTY OFFICER OF THE NAVY

One year after becoming the Navy’s 17th Master Chief Petty Officer of the Navy, John Perryman is marking the milestone with the same focus he brought to the position from day one: Sailors, their families and building an enlisted force ready to meet the demands of the Fleet. Since taking office Sept. 8, 2025, Perryman has traveled throughout the Fleet, meeting with Sailors, families and command leaders to hear directly about what is working, where the Navy needs to do better and what Sailors need to succeed. Those conversations are central to Perryman’s role as the senior enlisted advisor to the Chief of Naval Operations and ensuring the experience and perspective of the enlisted force are represented at the Navy’s highest levels. “I said from the beginning that I work for our Sailors,” Perryman said. “I’ve spent this year listening to them and making sure we are focused on the things that matter to their service, their families and our Navy’s readiness.” Early in his tenure, Perryman established three priorities: Sailors and Families First, Technical Mastery at Every Level, and Continuous Development and Talent Management. Together, they reﬂect what Perryman believes the Navy owes its Sailors and what the Navy must expect from them in return. STRENGTHENING ENLISTED LEADER DEVELOPMENT

Developing Sailors for greater responsibility has been a central part of Perryman’s ﬁrst year. The Navy rolled out the Enlisted Leader Development continuum, providing a career-long framework to develop Sailors as leaders throughout their service. The Navy also released the Chief Petty Officer Initiation instruction, establishing consistent expectations for preparing Chief Petty Officer selectees to enter the Chiefs Mess and take on the responsibilities that come with wearing anchors.

SAILORS AND FAMILIES FIRST

Master Chief Petty Officer of the Navy John Perryman testiﬁes during a House Appropriations Subcommittee hearing about military quality of life, on Capitol Hill in Washington, D.C., March 25, 2026. (U.S. AIR FORCE PHOTO BY ERIC DIETRICH)

Both efforts support Perryman’s expectation that Sailors know what is expected of them, understand how to grow and are prepared to take on greater responsibility throughout their careers. MODERNIZING TRAINING AND STRENGTHENING TECHNICAL MASTERY

Perryman has placed renewed emphasis on the foundation of the enlisted profession: knowing your job and being able to do it well. Over the past year, he has met with education and training commands to review the Navy’s enlisted training pipeline and identify opportunities to modernize training to better prepare Sailors for the demands of modern warﬁghting. Perryman also charged leaders to review Occupational Standards and Enlisted Career Paths, with a focus on what Sailors are taught,

what they are expected to know and how those expectations develop as they progress through their careers. His focus on enlisted development also includes how the Navy assesses Sailors for advancement, including a review of how Navy-wide advancement exams are administered and how Final Multiple Scores are computed. Together, these efforts focus on better aligning training, development and advancement with the knowledge and skills Sailors need in the Fleet. TURNING FLEET CONCERNS INTO ACTION

Perryman’s engagement with Sailors informs how he advises Navy leadership and where he focuses senior enlisted attention. As lead of the Enlisted Readiness Council, Perryman brings senior enlisted leaders and

Perryman’s focus on readiness extends to the families who serve alongside Sailors. Throughout the year, Perryman and his wife, Ombudsman-at-Large Angie Perryman, have traveled across the Fleet, bringing both the Sailor and family perspective into conversations about service in the Navy. From housing, healthcare, and childcare, to barracks, transportation, and access to services, those visits have provided a ﬁrsthand look at challenges affecting Sailors and families at different installations and duty stations. Perryman has carried those concerns into discussions with Navy leadership and Congress, while Angie Perryman’s engagementswithspouses,ombudsmenandfamilies have provided an additional perspective on where support is working and where more attention is needed. Looking to Year Two Perryman enters his second year with the same three priorities and a year of direct engagement with the Fleet informing the work ahead. His ﬁrst year established the foundation for longer-term efforts to modernize how the Navy trains and develops Sailors, strengthen technical mastery, improve quality of service and ensure Fleet concerns remain part of senior-level discussions and decisions. “There is still a lot we need to get after,” Perryman said. “But everywhere I go, I see Sailors who are proud of what they do and want our Navy to be better. My job is to make sure they have a voice, that we are developing them for what comes next and that we keep working the things that get in the way of them doing their best.”

ﬂagshipnews.com | Section A | Thursday, September 17, 2026

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NORFOLK, Va. (Aug. 19, 2026) Damage Controlman 2nd Class Dominick Whittle, assigned to Shore Intermediate Maintenance Activity (SIMA) Norfolk repairs a watertight door. The U.S. Navy reestablished Shore Intermediate Maintenance Activity (SIMA) commands in Norfolk and San Diego in June 2026 to optimize materiel readiness, enhance technical expertise, and build ﬂeet self-sufficiency. (PHOTO BY PUBLIC AFFAIRS SPECIALIST OSCAR POPE)

SIMA Norfolk Sailors receive high in demand training on watertight closures By Oscar Pope MID-ATLANTIC REGIONAL MAINTENANCE CENTER

NORFOLK, Va. — Sailors from both Shore Intermediate Maintenance Activity (SIMA) Norfolk, and the waterfront, turned technical requirements into hands-on experience during a four-day Watertight Closures MaintenanceTraining(WCMT)CourseonAug.10, 2026, as part of the Naval Afloat Maintenance Training Strategy (NAMTS). The recurring WMCT course is part of SIMA Norfolk’s effort to develop Sailors through practical intermediate-level maintenance experience returning more capable and self-sufficient Sailors to the fleet. The training covers the fundamentals: inspection, maintenance and repair of watertight doors, hatches and scuttles — systems essential to maintaining a ship’s watertight integrity and survivability. Additionally, Sailors learn structural closure terminology, layout and measurement, machinery alterations, chalk testing, gasket maintenance and the operation and repairofmultipletypesofwatertightclosures. Quick-acting and individually dogged watertight doors, watertight hatches and scuttles, as well as other specialized closure configurations provide a precise reality of what a Sailor will encounter on any naval vessel. By utilizing training equipment and mockups, Sailors can practice removing, installing, testing, disassembling and reassembling watertight closure components under the supervision of experienced personnel. Sailors also become familiar with specialized equipment such as conrod bearing tools, knife-edge

measuring tools and bushing removal tools. The combination of technical instruction and repeated hands-on application is central to NAMTS and SIMA Norfolk’s approach to developing Sailors. Subject matter expert and WCMT Course Instructor Sharon Jones stated, “The primary training objectives of the WCMT Course are to enhance Sailor self-sufficiency, strengthen watertight closure repair capabilities, and develop qualified and certified Watertight Closure Maintenance Technicians. This ultimately enhances a ship’s watertight integrity, survivability, and overall fleet warfighting readiness.” In a WCMT survey, one Sailor said, “The WCMT course has been extremely beneficial, not just for myself, but for my Sailors. I have gained so many resources now that will help me as a skilled Damage Control Petty Officer (DCPO)Work Center Supervisor (WCS), and knowledgeable leader. Capt. Megan Thomas, commanding officer of SIMA Norfolk, added, “Shipboard combat readiness relies on Sailors’ knowledge and proficiency; properly maintained closures help preserve watertight integrity and limit the spread of flooding or damage aboard a ship. Sailors capable of identifying deficiencies and correctly performing necessary maintenance contribute directly to our ship’s material condition and survivability.” The U.S. Navy reestablished SIMA commands in Norfolk and San Diego in June 2026. The reestablishment directly supports the Navy’s vision of utilizing a responsive, Sailor-led force to optimize materiel readiness while building Sailors’ technical expertise and fleet self-sufficiency.

NORFOLK, Va. (Aug. 11, 2026) Hull Technician 2nd Class Richard Coy, assigned to Shore Intermediate Maintenance Activity (SIMA) Norfolk, instructs Sailors on gasket installation during a Watertight Closures Maintenance Training (WCMT) course. (COURTESY PHOTO)

NAVFAC Mid-Atlantic awards $128M contract to deliver Interim Modular Facility for NATO JFC Norfolk Courtesy Story NAVAL FACILITIES ENGINEERING SYSTEMS COMMAND MID-ATLANTIC

NORFOLK, Va. — Naval Facilities Engineering Systems Command Mid-Atlantic (NAVFAC MIDLANT) awarded Environmental Chemical Corp., Burlingame, California, a $128,363,354 ﬁrm-ﬁxed-price contract for construction services for NATO Joint

Force Command Norfolk’s Facilities Phase II Interim Modular Facility onboard Naval Support Activity Hampton Roads in Norfolk. Work will be performed on the installation and is scheduled to be completed by July 2028. The maximum dollar value, including the base price and 13 options, is $174,443,268. Fiscal year (FY) 2026 NATO Security Investment Program funding in the amount of

$128,363,354 will be obligated at the time of the award and will not expire at the end of the FY. This contract was competitively procured via the SAM.gov website, with four offers received. NAVFAC MIDLANT is the contracting activity (N40085-26-C-0020). NAVFAC MIDLANT delivers comprehensive facilities engineering, public works, and

environmental services across a broad area of responsibility — from South Carolina to Maine, extending west to Illinois and south to Indiana. For additional information about NAVFAC MIDLANT on social media, follow our activities on Facebook at www.facebook.com/ navfacmidatlantic and on Instagram @ navfacmidatlantic.

ﬂagshipnews.com | Section B | Thursday, September 17, 2026

Q: What types of family housing are available? A: There are three types of housing available to families:

Norfolk Naval Shipyard launches Command and Control (C2) Reorganization By Kristi R Britt NORFOLK NAVAL SHIPYARD

In an effort to drive lasting and positive change across Norfolk Naval Shipyard (NNSY), the shipyard has recently launched the new Command and Control (C2) Reorganization to define leadership roles across a newly established Executive Steering Committee (ESC). This five-person ESC, under the Shipyard Commander, provides single points of accountability across the shipyard’s focal areas, driving core mission and providing better support to the deckplates. “We’ve had a lot of changes at America’s Shipyard over the past year since I took command. Challenging the status quo has been important to get us back on track to doing what we do best in focusing on our core mission at the shipyard,” said Rear Adm. Kavon ‘Hak’ Hakimzadeh. “We designed this restructure to establish clear, unified chains of command so that the right ‘supported and supporting’ relationships are set — helping us better support the workforce, accelerate our intent to Focus and Finish across our availabilities and meet our mission to repair, modernize and inactivate our Navy’s warships and training platforms.” He continued, “Placing these experienced executive leaders at the helm of these directorates ensures that our shipyard is able to drive lasting, positive behavioral changes and consistent operational performance, keeping our focus squarely on returning our nuclear-powered warships to the Fleet on time — every time — as part of our ongoing mission

in service to our Navy and Nation.” The ESC is broken down into five specific directorates, each member focusing on determined departments that best align to their division: The Executive Director of Production Operations (Code 100PO) will be the single accountable person for production execution across the shipyard. Capt. Bart Sievenpiper will be in charge of grouping projects and production into a single accountable and empowered functional area. Under this banner will be our Codes 200, 300C, 300S, 700, and 900. The Executive Director of Industrial Support (Code 100IS) Charles Brock will group the support required for effective project/production team operations in a single, accountable functional area. Under this banner will be our Codes 100TO, 106, 130, 400, 500, and 900F. The Executive Director of Nuclear Operations (Code 100N) will be the single accountable person for nuclear production execution across the shipyard. Jeremy Largey will be in charge of grouping nuclear engineering, radiological controls, and production into a single accountable and empowered functional area. Under this banner will be our Codes 105, 300N, and 2309. The Executive Director of Strategic Business (Code 100SB/Code 1200) Brian Mclain will group business and financial management into a single accountable and empowered functional area. Under this banner will be our Codes 600, 1200, and 1200N.

The Executive Director of Command Support (Code 100CS/COS) Pete Dillon will group support required for the command’s effective operation into a single accountable and empowered functional area. Under this banner will be our Codes 100CE, 107, 109, 1100, 1400, 1500, and Human Resources. “This effort is an important shift for us as we aim to streamline control across our command, bringing simplicity, ease, expediency, and effectiveness in the way we do business,” said Largey. “In this initial pilot over the last year, we saw key areas of improvement that needed to be made — so we’re taking action to make change happen. We’re problem solvers by nature and this reorganization will help our teams have better alignment overall, supporting our workforce from the deckplate to the fleet so we can continue to win.” “I want to thank all of you for embracing this important change and your continued service to the fleet,” said Rear Adm. Hakimzadeh. “Our mission is more important than ever to ensure our Navy’s fleet is ready for action on the front lines — and this C2 modernization directly accelerates our ability to deliver our nuclear-powered warships on time — EVERY TIME- any ship, any time, anywhere!” You can check out the NNSY C2 overview video here: [https://www.dvidshub.net/ video/1017984/norfolk-naval-shipyard-introduces-command-and-control-c2-reorganization](https://www.dvidshub.net/ video/1017984/norfolk-naval-shipyard-introduces-command-and-control-c2-reorganization).

Norfolk Naval Shipyard’s new State of the Shipyard Forum works to align workforce and support mission By Troy Miller NORFOLK NAVAL SHIPYARD

When President John F. Kennedy stood before a joint session of Congress in 1962, he reminded the nation of a fundamental truth: “The Constitution makes us not rivals for power but partners for progress.” That annual address was never designed to be a mere dry listing of numbers or legislative achievements. It was a national compass designed to align, inspire, and unite Americans toward their major objectives. OnAug.26,NorfolkNavalShipyard(NNSY) launched its own monthly version of this proud tradition. Called the “State of the Shipyard,” this forum provides a direct communication pipeline between shipyard leadership and the workforce. Employees can participate in person or stream the session live via Microsoft Teams. The goal is simple: to promote transparency, celebrate ongoing milestones, and discuss mission goals and the long-term modernization of the shipyard. As a dedicated platform for shipyard dialogue, it helps ensure every team member understands their role in NNSY’s ultimate mission of delivering warships back to the ﬂeet. NNSY’s Chief of Staff Pete Dillon kicked off the inaugural event discussing its beneﬁt for the workforce and leadership. “This is a state of the shipyard forum meant as a platform for authenticity and dialogue on those big-picture items,” Dillon said. “The venue provides an opportunity for leadership to really lean in and address those hot topics as a means of communication for shared success.” Dillon highlighted a surge in recent high-level visits from congressional leaders and senior military officials, including Congressional Representative Jen Kiggans, Senators Mark Warner and Tim Kaine, and Portfolio Acquisition Executive for Industrial Operations Rear Adm. Todd Weeks.

Public/Private Venture (PPV) Housing is also referred to as privatized housing in the Navy. The Navy partnered with different private management companies to provide housing to Service Members. These companies are responsible for the construction, renovation, maintenance and day-to-day management of the housing. PPV housing may be located on or off government property and in most cases will be former military housing. Government Owned (also known as Military Housing or Navy Managed Housing is what was formerly called on-base housing. While only available in limited quantities CONUS, Government Owned Housing is still widely available OCONUS. Community Housing is any housing that a Service Member may choose that is not PPV or government operated. This is housing outside of the base that is privately owned and operated.

NAVY HOUSING CONTACTS:

Norfolk: 757.445.2832 JEBLCFS: 757.462.2792 Oceana/Dam Neck: 757.433.3268 Yorktown: 757.847.7806 If you have any questions or concerns with privatized housing, government-owned housing or community housing you can email Navy Housing Headquarters: NavyHousingHQ@us.navy.mil or learn more online: ffr.cnic.navy.mil/Navy-Housing

Mid-Atlantic Fleet and Family Support Centers (FFSC) programs and services are designed to help you make the most of your military experience, and they’re all available to you at no cost. FUNCTIONS AND/OR SERVICES FFSC PROVIDES: ClinicalCounseling – Individual, Couples and Child Counseling Personal Financial Management Information & Referral Family Employment Assistance Transition Assistance Family Advocacy Program Deployment and Mobilization Support Ombudsman Support Relocation Assistance Parenting Programs Stress and Anger Management Command Support Crisis Support Suicide Prevention SAPR Support CONTACT FFSC Little Creek/Fort Story: 757.462.7563 Newport News: 757.688.6289 Norfolk/Portsmouth: 757.444.2102 Northwest: 757.421.8770 Oceana/Dam Neck: 757.433.2912 Yorktown: 757.887.4606 Get more info online: www.navylifema.com

Norfolk Naval Shipyard (NNSY) Executive Director of Nuclear Operations Jeremy Largey outlines the newly established Command and Control (C2) organization chart during the ﬁrst monthly State of the Shipyard brief. The restructured command alignment groups NNSY’s various departments and codes into ﬁve streamlined directorates to establish clear lines of authority, maximize waterfront support, and build direct operational accountability across the entire industrial area. (PHOTO BY DANIEL DEANGELIS)

“Everyone wants to be a part of a winning team, and they are starting to see the momentum that we are building and the successes that we are having,” Dillon added. During the State of the Shipyard, Executive Director of Nuclear Operations Jeremy Largey briefed the workforce on NNSY’s major Command and Control (C2) reorgani-

zation. Under the newly established Executive Steering Committee model, the shipyard has grouped its various codes into ﬁve streamlined directorates: Production Operations, overseeing direct shipboard work and project execution on the waterfront; Industrial Support, See FORUM on Page B3

ﬂagshipnews.com | Section B | Thursday, September 17, 2026

Transitioning to Readiness-Based Leadership Training: Command University’s new approach Courtesy Story NORFOLK NAVAL SHIPYARD

At Norfolk Naval Shipyard (NNSY), our people are our greatest asset, and effective leadership is the cornerstone of our success. However, we recently recognized a critical gap in how we prepare our future leaders. Historically, leadership training at NNSY has not fully equipped our supervisors and managers to perform their duties until they are already in the position. Waiting until someone is already in the seat to give them the tools they need is often too little, too late, andcanunfortunatelyleadtostrugglesorfailure before they even really start. To solve this, Command University is completely revitalizing our approach. We are proud to announce the transition to Readiness-Based Leadership Training—a development initiative designed to ensure our leaders are “Day 1 Ready.”

The Solution: A Flexible, Modular Approach

Under the current state, leaders spend one to three weeks in a classroom completing dense curriculums. Moving forward, CommandUniversityisbreakingthistraining down into manageable, progressive modules offered in a standard college format. These training courses (such as Management (MGMT) 101, 102, 103, 201, 202, 301 and LEAD 1, 2, 3) will be offered multiple times throughout the year. This modular approach makes training highly flexible and This graphic shows Norfolk Naval Shipyard’s Command University new approach to readiness-based leadership training for employees. much easier to balance with our employees’ (COURTESY PHOTO) demanding work schedules. have the foundational knowledge they need Whether you are a work leader, a new Managers: to succeed. supervisor, a middle manager, or a senior LEAD-1 Program Manager: John Boyd Becoming “Day 1 Ready” Aligning with the DoD Continuum Our manager, there is a specific pathway of John.l.boyd1.civ@us.navy.mil Perhaps the most exciting change is that new Future State curriculum is designed MGMT and LEAD courses tailored to your LEAD-2 Program Manager: Raven Jolly leadership training is no longer restricted to map directly to the DoD Civilian Leader current position and future potential. raven.l.jolly.civ@us.navy.mil strictly to current supervisors. Certain Development Continuum. This provides a LEAD-3 Program Manager: Turner modules, such as MGMT 101 and LEAD 1, clear roadmap for progressive, competenAnthony - turner.r.anthony.civ@us.navy.mil are now available to non-supervisory person- cy-based development across five distinct Ready to Learn More? Through this transition, Command nel (provided they are at full performance levels: All modules are scheduled via Waypoints, University remains committed to our motto: level). This allows ambitious employees to Lead Self and a full list of content for the Management “Success Through Lifelong Learning.” By begin building critical leadership competen- Lead Teams/Projects (MGMT) and LEAD modules is located on investing in Readiness-Based Leadership cies throughout their career before they apply Lead People the Command University SharePoint. Training, we are ensuring that NNSY’s future for a supervisory role. By the time they step Lead Organizations/Programs For more information on the specific leaders are prepared, capable, and ready to into a leadership position, they will already Lead the Institution programs, you can reach out to our Program lead the fleet from Day 1.

NNSY hosts second monthly GSA ServMart Demo Day By Troy Miller NORFOLK NAVAL SHIPYARD

For shipyard workers laboring inside dry docks and tight hulls, accessing the right tools is a critical part of the job. To bridge the gap between technical procurement and deckplate execution, the Norfolk Naval Shipyard (NNSY) Supply Department (Code 500) hosted its second monthly Norfolk Naval Shipyard General Services Administration (GSA) ServMart Demo Day Aug. 19 in Building 276. The NNSY GSA ServMart is the first on-site GSA retail store of its kind at a federal shipyard in the country. The facility streamlines procurement through the GSA FourthParty Logistics (4PL) program, enabling delivery of critical items to NNSY within two to three business days. “We have a vendor demo day today, trying to get a little bit of awareness for some of the new items they might be able to purchase through the contract,” said Michael Wright, Grainger ServMart Branch Manager, at the event. Wright noted that the contract was recently awarded through 2031, securing NNSY’s supply footprint for the next five years. For waterfront personnel, the direct line to manufacturers provides immediate answers to complex industrial challenges. Keith Garza, an Inside Machine Shop (Shop 31) Machinist Work Leader with NNSY’s Mechanical Department (Code 930), visited the demo to investigate specialized tapes to protect machined parts during abrasive sandblasting operations. “This is definitely beneficial for the whole shipyard in general,” Garza said. “They should do more of these because there’s a lot of products and machine tooling that isn’t being looked into to upgrade our technology capabilities.” Grant Blackman, an industrial adhesives and tape specialist for one of the GSA ServMart vendors, demonstrated the raw durability of modern bonding materials. “It allows us to showcase some of our technologies where tapes and adhesives previously were not thought to be solutions,” Blackman said. “We can get it in their hands so they can actually see the strength.”

FORUM from Page B2

grouping the logistics, supply, and support functions required for effective waterfront operations; Nuclear Operations, unifying nuclear production, radiological controls, and engineering; Strategic Business, managing ﬁnancial, business, and resource planning; and Command Support, bundling broad support departments such as information technology, legal, and human resources. “We are aligning clear lines of authority betweenaccountableindividuals,givingthem the tools they need to execute what they are responsible for,” Largey said. “This is not just a reorganization on a piece of paper. This is about streamlining command and control, improving results, and providing the right

Norfolk Naval Shipyard (NNSY) hosted Servmart Vendor Demo Day July 15 for the workforce, showcasing the latest General Services Administration (GSA) Fourth-Party Logistics (4PL) tools and solutions designed to streamline the supply chain and material management processes. This monthly event included live demonstrations of cutting-edge tools from leading brands in the industry, as well as provided a chance for shipyarders to engage directly with industry partners and vendor representatives to explore methods to optimize NNSY operations. (PHOTO BY DANIEL DEANGELIS, NORFOLK NAVAL SHIPYARD)

Matthew Maccord, a Preservation and Habitability Department (Code 970) Safety Advocate, emphasized that these face-to-face sessions take the guesswork out of ordering specialized gear. “What my supervisors need on the waterfront and what somebody in Defense Logistics Agency (DLA) thinks that they need are not often the same thing,” Maccord said. “Exposure like this to people that are in their career ﬁeld advancing—those are tomorrow’s

leaders.” Andrew Teller, Temporary Services Department (Code 990) Nuclear Internal Shop Manager, stressed that modernizing waterfront tools is vital to national security, pointing to ongoing naval operations in the Strait of Hormuz. “The solution for all of our problems are outside the turnstiles right now,” Teller said. “We need to go out and investigate initiatives like this to see what the outside industry is

already doing.” To guide Code 990’s modernization efforts, Teller pointed to a classic principle from English poet Alexander Pope: “Be not the ﬁrst by whom the new are tried, nor yet the last to lay the old aside.” With upcoming monthly GSA ServMart demos scheduled for NNSY in September, NNSY’s workforce will continue to have direct access to the latest industrial innovations.

structure to accelerate our performance as a team.” The event culminated with Shipyard Commander Rear Adm. Kavon Hakimzadeh providing remarks on culture, quality of life, and the shipyard capabilities. Hakimzadeh praised the workforce’s world-class execution on off-yard repairs supporting USS Gerald R. Ford (CVN 78), USS George H.W. Bush (CVN 77) and USS Harry S. Truman (CVN 75). He also celebrated major waterfront milestones, including the past two early carrier deliveries and the outstanding progress of the Virginia-class fast-attack submarine USS John Warner (SSN 785) project, which is on track for early delivery. Hakimzadeh noted that the Navy is investing heavily in NNSY because the team is provingitselftobeadependablepartner.Headded that a winning culture is the key to securing

federal funding for critical shipyard upgrades, including modernized infrastructure and improved dining facilities. “Over the course of a 30-, 40-, or 50-year career in government service, you are going to spend a full one-third of your life doing this work,” Hakimzadeh said. “My job is to empower you and to improve your quality of life while you are here. Your life is better when you are winning, and we are turning the corner to become a winning organization.” “Our processes are designed to deliver exactly the results we set up our systems to achieve,” Hakimzadeh added. “If we want to reach new heights and accelerate our progress, we must think differently, modernize our systems, and establish a new way of doing business. Success breeds investment, and the Navy puts its resources where the winners are.”

This influx of resources and expressed trust from senior Navy leadership is a direct reflection of NNSY’s collective drive to work as a unified team. By taking ownership of the daily grind and embracing structural modernization, the shipyard is building the momentum needed to turn ambitious plans into mission victories. In 1984, President Ronald Reagan looked toward the nation’s future and declared, “We are too great a nation to limit ourselves to small dreams.” At NNSY, those big dreams are steadily becoming reality. Through the open dialogue of the State of the Shipyard forum and a relentless commitment to structural excellence,America’sShipyardisprovingthat its best days are still ahead.

ﬂagshipnews.com | Section B | Thursday, September 17, 2026

PAE SSP Sailor awarded Navy Commendation Medal for lifesaving efforts during highway crash By Shelby Thompson PAE STRATEGIC SYSTEMS PROGRAMS

WASHINGTON NAVY YARD — Vice Adm. Douglas Williams, director of Portfolio Acquisition Executive (PAE) Strategic Systems Programs (SSP) presented Chief Warrant Officer 3 (CW03) Anthony Roman with the Navy Commendation Medal on 4 September. Roman, a fleet liaison at PAE SSP, received this award in recognition of his heroic actions as a first responder at the scene of a motor vehicle accident on Interstate 295 North on 28 August, 2026. Roman was on his morning commute to Washington Navy Yard when he saw a motor vehicle accident take place, resulting in the driver of one vehicle being thrown from the car after the car flipped over the interstate guardrail. Roman immediately pulled over and ran to scene. Without regard for his own safety, Roman worked with another good Samaritan, Boatswain’s Mate 1st Class Nathan Burnau, to assume charge of the injured passenger. Using his knowledge as a Chief Warrant Officer, Roman helped manage the life-threatening situation until an airlift rescue arrived, while simultaneously extinguishing the still-burning vehicle and directing further rescue efforts. “Roman’s quick thinking, extraordinary heroism, and devotion to duty, directly saved lives and prevented further catastrophe that day, upholding the highest traditions of the United States Navy,” said Capt. Gene Severtson, major program manager for PAE SSP’s Conventional Prompt Strike Program. While receiving his award, Roman expressed his gratefulness that his firefighting training kicked in when it needed to, and that he was at the right place at the right time, while also hoping he would not need to deploy these skills again. “I hope to never experience something like this again,” Roman said. “But I’m grateful I was there.”

Washington Navy Yard – Vice Adm. Douglas Williams, director of Portfolio Acquisition Executive (PAE) Strategic Systems Programs (SSP) presented Chief Warrant Officer 3 (CW03) Anthony Roman with the Navy Commendation Medal on 4 September. Roman, a fleet liaison at PAE SSP, received this award in recognition of his heroic actions as a first responder at the scene of a motor vehicle accident on Interstate 295 North on 28 August, 2026. Roman was on his morning commute to Washington Navy Yard when he saw a motor vehicle accident take place, resulting in the driver of one vehicle being thrown from the car after the car flipped over the interstate guardrail. Roman immediately pulled over and ran to scene. Without regard for his own safety, Roman worked with another good Samaritan, Boatswain’s Mate 1st Class Nathan Burnau, to assume charge of the injured passenger. Using his knowledge as a Chief Warrant Officer, Roman helped manage the life-threatening situation until an airlift rescue arrived, while simultaneously extinguishing the still-burning vehicle and directing further rescue efforts. (U.S. NAVY PHOTO BY SHELBY THOMPSON//RELEASED)

ﬂagshipnews.com | Section B | Thursday, September 17, 2026

Access Code: USS John Warner (SSN 785) Engineering and Planning (Code 200) Trouble Desk By Troy Miller NORFOLK NAVAL SHIPYARD

On any given day aboard a nuclear-powered fast-attack submarine, a single broken valve, mismatched ventilation duct, or delayed engineering drawing can stall a multi-million-dollar maintenance project in its tracks. In the high-stakes environment of a dry dock, where time is the most unyielding constraint, finding a workaround is not just a matter of convenience—it is a mandate of national security. At Norfolk Naval Shipyard (NNSY), the central nerve center answering that mandate for the shipyard’s first Virginia-class Extended Drydocking Selected Restricted Availability (EDSRA) is the USS John Warner (SSN 785) Engineering and Planning (Code 200) Trouble Desk. Under the jurisdiction of the Chief Engineer (Code 240), the trouble desk represents an elite, highly diverse task force assembled from various Code 200 divisions. From structural and electrical experts to mechanical and propulsion engineers, this multidisciplinary team lives on the deckplate ready to assist the project. While these types of teams are sometimes referred to as a “trouble desk,” those serving the John Warner project prefer to go by a different name. “Collectively, as a trouble desk, we like to call it the ‘solution desk,’ ” said Project Engineer and Planning Manager Joshua Clements. “Production comes to us with their problems, we vet them, and we resolve them right there.” The arrival of John Warner marked a historic first for the public shipyards. Commissioned in 2015, John Warner is the first Block III Virginia-class submarine to undergo an EDSRA at any of the nation’s four public shipyards. The vast majority of the “solution desk” crew had spent the previous decade working the complex conversions of the Los Angeles-class attack submarines MTS San Francisco (MTS 711) and MTS La Jolla (MTS 701) into moored training ships for use at Nuclear Power Training Unit-Charleston. Those massive, historic conversion projects required separating the hulls to recycle the center sections, and hoisting in entirely new, 700-ton, fully equipped modules before joining the vessels back together again. “Most of us came off of those conversion projects,” Clements said. “Transitioning from those massive structural overhauls back to a modern fast-attack submarine was a unique challenge. It was a completely different beast, and it really forced us to think outside the box to keep problem resolution times as low as possible.” Because the Virginia class is a highly complex, automated platform, many of its

Field Engineer Brian Eggleston, Project Engineer and Planning Manager Joshua Clements, Naval Architecture Engineer Cameron Ybarbo, and Naval Architect William Battagower review technical drawings inside the waterfront trouble call desk trailer. (PHOTO BY TROY MILLER, NORFOLK NAVAL SHIPYARD)

mechanicalsystemsheavilyrelyonintegrated electrical controls. This required an unprecedented level of interdisciplinary collaboration for the trouble desk, breaking down the traditional silos where engineers of different codes rarely interacted. Mechanical Engineer Ryan Satira noted that this collaborative environment extends directly to the shipyard’s production workforce. “I really enjoy interfacing with the mechanics on the boat, getting away from the desk, and being hands-on,” Satira said. “It is 100 percent a two-way street. Especially for younger engineers, finding a good mechanic and learning their trade knowledge is incredibly beneficial. It helps us write much better work documents because we understand the physical reality of what they face on the deckplate.” This “solution desk” philosophy drove the team to improve the previous deficiency form process, allowing engineers to verify and approve technical fixes directly on the submarine in real-time, sometimes saving days in the process. “We took a process that normally took

three to five days and brought it down to the same day—often within a single shift,” Clements explained. “If a mechanic has a problem on the deckplate and we can resolve it on the spot with a pen and ink, they go right back to work immediately. It minimized the administrative churn and kept the job moving.” This rapid response on the deckplate dramatically minimized work stoppages and served as a significant catalyst for John Warner achieving a timely undocking in March 2026. The trouble desk’s relentless drive was put to the ultimate test during the submarine’s recent “Hot Ops” testing phase—the complex, high-pressure evolution of lighting up and steaming the vessel’s propulsion plant. To supporttheround-the-clocktestingschedule, members of the trouble desk worked grueling 12-hour shifts for nearly three weeks straight, with some engineers working 20 consecutive days without a break to ensure success. The marathon effort paid off. The tests were executed flawlessly, finishing weeks ahead of historical averages. Members say a lot of the credit for the team’s success goes to the family-like atmosphere.

“Oh man, we’re like a family down here,” said Job Planning Leader Jeffrey Raiford. “We work together better than any team I’ve ever been a part of. When the timeline got tight and we were approaching our undocking milestones, everyone just buckled down, worked together, and got first-time quality paper out the door. Seeing what we’ve been able to accomplish on a first-of-its-kind availability for this yard is something we will look back on with incredible pride.” As John Warner prepares for sea trials and return to the active fleet, the engineers of the Code 200 Trouble Desk are already looking toward the future, documenting their triumphs to use toward future availabilities. By combining bold, out-of-the-box administrative courage with a tightly knit, family-first culture, this Norfolk Naval Shipyard team didn’t just repair a submarine—they forged a faster, safer, and more efficient pathway to global readiness, proving that the ultimate solution to the Navy’s toughest problems can be found right on the deckplates of America’s Shipyard.

A full bucket: Code 700 Director implements novel program to build a highly functioning team By Troy Miller NORFOLK NAVAL SHIPYARD

For many leaders, managing workloads and developing a team can feel like trying to juggle an invisible set of priorities. But for Joseph Singer, Norfolk Naval Shipyard’s (NNSY) Lifting and Handling (Code 700) Director, the solution is surprisingly simple: three buckets that are helping to transform his department. The Lifting and Handling Department is a vital artery for the shipyard, a 635-person team responsible for the certification and operation of NNSY’s 16 massive portal cranes and all other auxiliary lifting equipment. From a small valve to a massive piece of superstructure, nothing moves on the waterfront, in the dry docks, or on the piers without Code 700’s involvement. When Singer took the helm of the department in February, he brought with him decades of leadership experience, both as a civilian manager and as a retired U.S. Navy Lieutenant Commander. He noticed a need to unify the team and break down the silos that had formed over the years. To do that, he introduced a visualization tool he first developed back in 1995 while still in uniform: The Three Bucket Program. “The buckets are a visualization of the work that you have in your queue,” Singer explained. “It’s about delegating to the right authority so that you can develop people when you need to.” The system is broken into three distinct categories: The Big Bucket: “Fire and Forget.” This represents tasks that a leader should delegate to their staff with full trust. However, Singer points out that personally performing tasks in this bucket isn’t a sign of failure. “It is simply a representation of where you’re focusing your attention,” he said. “Once you have that self-awareness, then you can take the steps you need to get back into the smaller buckets.” The Middle Bucket: “Fire and Check.” This contains tasks delegated to capable team members who still require training and development before they can operate with full autonomy. These tasks demand active oversight and feedback. The Small Bucket: “Just for You.” This holds the critical, non-delegable tasks that only the leader can perform. “This bucket mustremainincrediblysmall,”Singeremphasized. “Otherwise, you will overload yourself and completely stall your team’s professional development.” Initially, the program was met with some resistance. When Singer first assessed his leadership team and placed most of them in the “Big Bucket,” the reaction was tense. “They were all very upset because they

NNSY Lifting and Handling Department (Code 700) Director Joseph Singer stands in a conference room presenting the Three Bucket Program visualization tool to Code 700 managers and supervisors. (PHOTO BY SHELBY WEST, NORFOLK NAVAL SHIPYARD)

thought the process was detrimental,” he recalled. “I had to sit them down and explain how the framework actually worked.” The turning point came when the team saw the program in action. “The first time I moved someone out of that big bucket and into the middle one, they all bought in,” Singer said. “You could see it on that person’s face. They realized, ‘Okay, now I’m doing something good.’ From that point on, everyone was fighting to get into that little bucket.” John Foster, the Code 740 Deputy Superintendent, admitted he was “a bit surprised” at first, but now embraces the program. “I enjoy the interactive aspect of it,” he said. “The collaboration with my immediate team, we all can have the same drive to get to the middle bucket of success while still working diligently for the small bucket, where the team is totally functioning with little to no interaction.” This structured approach, combined with other tools like a leadership talent assessment, has fostered a new sense of teamwork. “Nowwhensomebodyisinthebigbucket,the team rallies,” Singer shared. “I’ll hear about

five people immediately stepping up to ask, ‘Hey, what can I do to help you delegate this and get out of that bucket?’ The daily collaboration is much, much better.” This cultural shift is central to Singer’s leadership philosophy, which he says is built on accountability, praise, and operating with love. “If you have a child and he touches the stove, you smack his hand. That’s not being mean; that’s still love because you don’t want him to be hurt,” he analogized. “True leadership requires that same balance of positive reinforcement and firm correction. You must have both good and constructive accountability.” Singer, who has been a civilian at the shipyard since 2014 after a 25-year Navy career, sees himself as a leader first and foremost. “I’m not a rigger, I’m not a facilities guy… I’m a leader,” he stated. “Leadership doesn’t stop when you go through the shipyard gate. You carry that responsibility everywhere you go.” His ultimate goal is to tear down the walls that have historically isolated Code 700 from the rest of the shipyard, transforming the department into a model organization. With

a new motto of “mission delivery through lifting and handling excellence,” Singer is confident his team is firmly on the path to becoming the shipyard’s gold standard. Foster agrees that the shift is underway. “Taking this huge step has allowed Code 700 to turn the corner with a highly functioning workforce driven by a shared, success-oriented mindset,” he said. Ultimately, the Three Bucket Program has provided the team with far more than just a management framework — it has given them a common language for growth. By encouraging leaders to minimize their “Just for You” bucket and trust their teams with the other two, Singer is building a department that is both highly efficient and more unified. For Code 700, the goal is no longer just to complete the next lift. It is about filling the right buckets, empowering the workforce, and in doing so, truly becoming the gold standard for lifting and handling from within America’s Shipyard.

ﬂagshipnews.com | Section B | Thursday, September 17, 2026

ANNAPOLIS, Md. (Sep. 2, 2026) U.S. Naval Academy midshipmen who participated in an inaugural shipbuilding internship program pose with Capt. Li Sung, a Permanent Military Professor within the Naval Architecture and Ocean Engineering Department in the Naval Academy’s Hydromechanics Laboratory. As the undergraduate college of our country’s naval service, the Naval Academy prepares young men and women to become professional officers of competence, character, and compassion in the U.S. Navy and Marine Corps. (U.S. NAVY PHOTO BY MASS COMMUNICATION SPECIALIST 1ST CLASS SARAH M. THIELEN)

Forging the future ﬂeet: U.S. Naval Academy developing tomorrow’s shipbuilding leaders from U.S. Naval Academy Courtesy Story UNITED STATES NAVAL ACADEMY

To answer the President’s and Acting Secretary of the Navy’s call to revitalize American shipbuilding and strengthen the maritime industrial base, the U.S. Naval Academy is executing shipbuilding initiatives of its own. This summer, the Naval Academy selected five midshipmen to participate in its inaugural shipbuilding summer internship program that immersed rising first-class and second-class midshipmen in a multi-shipyard, multi-platform environment in both commercial shipyards and within Naval Sea Systems Command. Midshipmen not only gained exposure to the maritime industrial base and shipbuilding programs, but they also had the opportunity to conduct academic and operational research alongside experts in the field. During the internships, initial midshipmen research on a submarine concept design proved so impactful that their findings were accepted for presentation at a major industry conference. The midshipmen will build upon their internship experience by bringing forth their newly gained knowledge into their senior capstone projects. “At the Naval Academy, we have an extraordinary opportunity to connect what midship-

men learn in our classrooms directly to the urgent needs of the fleet,” said U.S. Naval Academy Provost, Dr. Samara Firebaugh. “By pairing rigorous coursework in naval architecture, economics, history, and operations research with hands-on research in active shipyards and command centers, our midshipmen aren’t just studying defense production; they are actively delivering solutions that strengthen America’s maritime industrial base before they even graduate.” Founded in 1845 during the U.S. Navy’s transition from sail to steam propulsion, the U.S. Naval Academy is uniquely suited to address technical revolutions in naval engineering. Having adapted through every major conflict since the Civil War, the U.S. Naval Academy remains one of the few undergraduate institutions offering accredited degree programs in both Naval Architecture and Operations Research, alongside a robust liberal arts and STEM curriculum. By embedding shipbuilding priorities across both military and academic training, the Academy is ensuring every midshipman steps into the fleet prepared to sustain American sea power. “Restoring American shipbuilding capacity is a warfighting imperative, and our graduates must step into the fleet ready to fight the most formidable naval force the world has

ever known,” said U.S. Naval Academy Superintendent, Lt. Gen. Mike Borgschulte. “Giving midshipmen the opportunity to gain realworld insight into how America builds and sustains that force is not an experience you can get at many other colleges and universities, that is an experience unique to the Naval Academy and our focus on graduating leaders prepared for the demands of naval service.” In addition to summer training opportunities, the U.S. Naval Academy has also updated portions of its curriculum to emphasize the importance of the maritime industrial base and address the technical, analytical, and economic dimensions of defense production. For example, Professor Marcus Jones is developing a dedicated History of Shipbuilding course for the History Department while Professor Brenda Boultwood currently teaches a course titled the Economics of National Defense within the Economics Department. Additionally, interdisciplinary capstones and experimental classes now pair Naval Architecture and Operations Research midshipmen and faculty to tackle the generation of complex requirements. “Maintaining, modernizing, and expanding the battle ﬂeet depends not only on industrial capacity, but on the technical and strategic competence of the officers who lead, manage, and sustain that capacity throughout

their careers,” said U.S. Navy Capt. Li Sung, a Permanent Military Professor within the Naval Architecture and Ocean Engineering Department. “At the U.S. Naval Academy, we graduate leaders who need to understand the necessity for a strong American maritime industrial base and that education and appreciation starts here on the Yard.” The U.S. Naval Academy is a prestigious four-year service academy that prepares midshipmen morally, mentally, and physically to become professional officers in the naval service. More than 4,400 men and women representing every state in the U.S. and several foreign countries make up the student body known as the Brigade of Midshipmen. U.S. News and World Reports has recognized the Naval Academy as the #1 top public school, #3 national liberal arts college, and #5 best undergraduate engineering programs. Upon graduation, midshipmen earn a Bachelor of Science degree in a choice of 26 different subject majors and go on to serve at least ﬁve years of exciting and rewarding service as commissioned officers in the U.S. Navy and U.S. Marine Corps. For more information about the Naval Academy, visit www.usna.edu.

ﬂagshipnews.com | Section B | Thursday, September 17, 2026

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Hope House Foundation hosts the Stockley Gardens Fall Arts Festival, a free two-day community event featuring 115+ artists, musicians and food vendors. The Stockley Gardens Fall Arts Festival, presented by TowneBank, takes place in Stockley Gardens Park at the corner of Stockley Gardens and Olney Road in Norfolk on October 17 and 18. (PHOTOS COURTESY OF THE STOCKLEY GARDENS ARTS FETIVAL)

Hope House Foundation hosts the 2026 Stockley Gardens Fall Arts Festival on October 17 & 18

for the organization, generate $80,000 that is used to provide necessities for the people who receive services such as assistance with food, medical expenses, dental care, clothing and housing. For more information, visit StockleyGardens.com or call (757) 625-6161.

Press Release

NORFOLK,Va.—HopeHouseFoundationhoststheStockley Gardens Fall Arts Festival, a free two-day community event featuring 115+ artists, musicians and food vendors. The Stockley Gardens Fall Arts Festival, presented by TowneBank, takes place in Stockley Gardens Park at the corner of Stockley Gardens and Olney Road in Norfolk on October 17 and 18. Festival hours are 10 a.m. to 5 p.m. on Saturday and noon to 5 pm on Sunday. Stockley Gardens Arts Festival has been named as one of the top two outdoor art festivals in Eastern Virginia by Virginia Living Magazine readers for seven years. Artists present works in various media including painting, glass, sculpture, photography, and jewelry. Everyone is welcome to the free Artist Award Party featuring Elation Brewing Company on Saturday, October 17th from 5 to 7 p.m. This fun event recognizes artists’ awards and features the band Community Witch with a cash bar. There are also activities for children throughout the weekend with clowns, musicians, art activities, and a Norfolk Botanical Gardens educational table. Stockley Gardens Fall Arts Festival presented by TowneBank is also sponsored by Capital Group, Miller Oil, Southern Auto Group, The City of Norfolk, & the Ghent Business Asso-

Entertainment Schedule Saturday, October 17 11 AM - TA Gatling/Rock and Soul 12:30 PM - Tiara & Andrew/Alt Folk-Pop 2 PM - Jade Loving/Pop Rock 3:30 PM - Logan Vath/Americana Singer-Songwriter 5 PM - Community Witch/Indie Rock ciation. Media Sponsors include VEER Magazine, Coastal Virginia Magazine, The Tide 92.3 FM and WHRO. Proceeds from the Stockley Gardens Arts Festivals support the programs of Hope House Foundation, the only organization in Virginia that provides support for people with intellectual and developmental disabilities exclusively in their own homes. The spring and fall festivals, the largest fundraiser

Sunday, October 18 12 PM - Emerging Artists of the Virginia Opera/Opera & Musical Theater 1 PM - Mike Gombas Jr./Acoustic Indie:Alt-Rock 2 PM - Big Stupid Circle/Jazz Rock 3:30 PM - The LifeHacks/Alt-Rock

Attendees at the Virginia Zoo’s Fall Fest will enjoy hayrides, carnival games, live music, fall-themed market featuring local businesses, and seasonal refreshments for an unforgettable evening of fall festivities on September 26 from 5pm - 8:30pm. (PHOTOS COURTESY OF THE VIRGINIA ZOO)

Fall in love with the Virginia Zoo at Fall Fest Press Release

NORFOLK, Va. — The Virginia Zoo’s Fall Fest is your chance to experience your favorite fall traditions gone wild! This cozy, all-ages event, hosted on September 26 from 5 p.m. to 8:30 p.m., will feature hayrides, carnival games, live music, and seasonal refreshments for an unforgettable evening of fall festivities. There’s no better place to make new memories with family, gather with friends, or spend quality time with your special someone than the Virginia Zoo! Kick off your evening by greeting Animal Ambassadors and strolling the trails to see the amazing, hand-crafted enrichment designed to get the Zoo’s resident animals ready for fall. Then, wander over to the Event Field to hear live music from local musicians FOX and the BEAR and Jacob Vanko, or saunter over to the southern cassowary habitat to enjoy an exclusive World Cassowary Day Keeper Chat from 5:45 p.m. to 6:15 p.m. Guests can also visit the ZooFarm to watch the Coastal Virginia Weavers demonstrate how to use a loom to create beautiful ﬁber art (material provided by the Zoo’s sheep and alpaca). Classic carnival games and bounce houses, included in the cost of tickets, are set to excite guests of all ages. Guests can also shop at a fall-themed market featuring local businesses, reinvent themselves with new fairy hair from or face paint, or enjoy a hayride with the Virginia Zoo’s Horticulture Department for an additional cost. All proceeds from

the hayrides will go to the Horticulture Fund to maintain the Zoo’s 53-acres of impeccable landscaping. Attendees aged 21+ can savor bourbon tastings from Tarnished Truth and beer tastings from Elation Brewing. Elation is also launching Cassowary Chaos IPA, their latest Zoo-themed beer, at the event. Don’t miss your chance to get the ﬁrst taste! Cassowary Chaos IPA will also launch at Elation on September 30. The Zoo’s Event Pavilion Bar will serve limited-edition, specialty-themed cocktails, including “Spiked Apple Cider” and “Pumpkin Pie Cream Cocktail” while supplies last. Free Life, LLC will even have refreshing mocktails and samples available. What better to accompany these tasty sips than fresh, briny oysters from Norfolk Raw Bar? This add-on ticket costs $20 per 1 dozen oysters in advance or day-of tickets cost $30 per dozen oysters. Not interested in seafood? There will also be several food trucks in attendance, including Deutscher Imbiss, Flavor Savor BBQ, Munchies and Such, Chesapeake Concessions, Glazed & Infuzed, and 757 Pop, serving hearty meals and delectable desserts. In honor of the Virginia Zoo’s 125th anniversary year, this event includes the opportunity to share your favorite Zoo photos and memories which will be included in a time capsule. The time capsule will later be opened during the Zoo’s 150th anniversary celebrations. Adults of all ages (18+) can submit their fondest memories of the Zoo and their digital photos at

virginiazoo.org/125th-anniversary/. Please email the Zoo at info@virginiazoo.org or call at 757-441-2374 for more information about how to participate in person. All physical photos will be returned to guests. The last day to make your submissions is September 30, 2026. Don’t get left out of the fall festivities! Get your tickets online at: virginiazoo.org/event/fall-fest/. Member adult (18+) tickets cost $28 and member child (2-17) tickets cost $13. Non-member adult (12+) tickets cost $38, and non-member child (2-11) tickets cost $18. Families must reserve a free ticket for children under 2. About the Virginia Zoo: The Virginia Zoo, located in Norfolk, Virginia, is home to more than 700 animals representing over 175 species. Founded in 1901 and residing on 53 beautifully landscaped acres, for 125 years the Virginia Zoo has demonstrated a commitment to saving and protecting the world’s wildlife by inspiring a passion for nature and taking conservation action at home and around the world. The Virginia Zoo is an accredited member of the Association of Zoos and Aquariums and is recognized as a global leader in education, recreation, science, wildlife conservation, and animal care and wellbeing. For more than a century, the Zoo has connected adults, families, and school children with the naturalworldbyhonoringitsmissionofcommitmenttoengaging our community in taking action to save the world’s wildlife and their ecosystems. To learn more, visit virginiazoo.org.

ﬂagshipnews.com | Section C | Thursday, September 17, 2026

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Three-time National Coach of the Year Tony Bennett to speak at The Norfolk Forum Press Release

NORFOLK, Va — The Norfolk Forum, the nation’s longest-running public speakers’ series, will welcome former University of Virginia head men’s basketball coach Tony Bennett for “A Conversation with Tony Bennett” on Tuesday, September 22, 2026, at 7:30 PM at the Harrison Opera House. The event kicks off The Forum’s 2026—27 season, its 94th consecutive season of programming for the Hampton Roads community. Bennett was a collegiate head coach for 18 seasons, serving three seasons at Washington State before 15 seasons at the University of Virginia. His teams made 12 NCAA Tournament appearances, four Sweet 16’s, two Elite Eights, one Final Four and won the national championship in 2019. He posted a 433-169 (.719) career record overall, including a 364-136 mark at UVA, with 30 or more wins in four seasons. Bennett ranks third in career ACC winning percentage — behind only Dean Smith and Mike Krzyzewski among coaches with at least 15 years in the league — having won 69.7% of his regular-season league contests. A four-time ACC Coach of the Year, Bennett led the Cavaliers to ACC regular-season titles in 2014, 2015, 2017, 2018, 2021 and 2023, along with ACC Tourna-

posted a 69-33 record from 2007—09, guiding the Cougars to two NCAA Tournament appearances and one NIT appearance. Before coaching, Bennett starred as a point guard for his father, Dick Bennett, at Green Bay from 1989—92, where his 49.7 career three-point field goal percentage still stands as an NCAA record. He went on to play three seasons in the NBA for the Charlotte Hornets. During his appearance, Bennett will discuss his formula for success — the “five pillars” of humility, passion, unity, servanthood and thankfulness — that guided his championship program. A portion of the evening will be moderated by Scott Jackson, host of “The Scott Jackson Show” on Priority Lexus Sports Radio (94.1FM ESPN). Founded in 1933, The Norfolk Forum is a nonprofit organization and the nation’s oldest publicly-subscribed speakers’ forum. Each season, The Forum presents thought-provoking public figures who, in different ways, help shape American thought and opinion. All lectures this season will take The Norfolk Forum will welcome former University of Virginia head men’s basketball coach place at Harrison Opera House. Tony Bennett for“A Conversation with Tony Bennett” on Tuesday, September 22, 2026, at For more information, please visit our 7:30 PM at the Harrison Opera House. (PHOTO CREDIT: THE NORFOLK FORUM) website, www.thenorfolkforum.org. Limited season tickets are on sale now for $190.00 ment championships in 2014 and 2018. He Washington State in 2007 and at Virginia in each and only full season tickets will be sold was named National Coach of the Year at 2014 and 2018. At Washington State, Bennett through the date of the first speaker.

Remembering local Father John Manuel and his enlightening last two books ‘One Bag at a Time’ and ‘Clean Up on Aisle 63’ Interview By Yiorgo

On Sunday August 30th, we had the 40 days memorial service for God. Rest his soul, eternal be his memory, Father John Manuel or Padre Juan as he loved to go by, who was my dear friend, one of my spiritual Fathers and up until his passing on July 24th at the age of 64, the presiding priest of Saint Nicholas Greek Orthodox Church in Virginia Beach, Virginia. Our beloved Father John’s funeral was held on July 29th. A true testament to the kind of priest andhuman beinghe was and how much he was loved by his flock, the congregation faithful filled the church downstairs, upstairs and the social hall where the service was telecast live on the big screen for all to see. It was a very heartwarming service where 29 priests, two deacons and the Bishop himself, all took part in his homecoming service. Up until the end of his physical life here on earth Padre Juan continued to serve when he could by coming to church and helping the guest visiting priests with the service when possible. When he was not in church, he was in the hospital, having been diagnosed of bypass surgery, and then a few months later, a diagnosis of lymphoma cancer in his body that then spread to his brain. But weather he was in the hospital for treatments or home recuperating, he loved to write. I had the honor and pleasure of interviewing my Padre several times. He had written a three part series of books about his life called: “The Fablehood Trilogy: What I learned as a Child”, “The Band-Aid Years”, and “Cloudy with a Chance of Love” that we covered extensively in previous interviews. His last two books were purposely written in two parts Part I: “One Bag at a Time: My Battle to Healing” and Part II: “Clean Up in Aisle 63: HealingandRecovery,TransplantingOneCell at a Time.” All of Father John’s books can be purchased on Amazon. Before Father John passed, we talked several times about his two latest books. Here is part of our conversations. Yiorgo: So tell us Father John, what motivated you to write your book, “One Bag at a Time”? Father John Manuel: First of all, George, thank you for the interview process and the blessing to be together and talk. It’s always a pleasure to talk to you. “One Bag at a Time” has to do with the fact that in one year I’ve had a diagnosis of bypass surgery, and then a few months later, a diagnosis of lymphoma cancer in my body that then spread to my brain. And it occurred to me that this is a unique experiencetohavebothofthesediagnoseshappenin one year. What would it feel like? What would somebody think about, if they were going to go through with that? I think that everybody’s compassionate. They’re, “Oh my gosh, oh my.” but I wanted to give the reader an opportunity, this is the motivation, to understand what it feels like to go through this kind of a trauma, if you will or this kind of shock to your system. What was it like? What were your concerns? What were your fears? How did you cope with the specter of death? How did it affect your person, your faith, your family? So I wrote the book to help inform people about the experience so that they can see it in a kind of empathetic way. If they were to have something happen to themselves, they might be equipped a little bit better on how to handle it. A little road, roadmap, if you will. The other reason I wrote it was I needed to get things out of my heart. I needed something to vent. And it gave me a reason to live and to feel valued as a human being. Y: Tell us Father John, what did you learn about the doctors, nurses, and our medical care system through your recent medical setbacks dealing with a diagnosis of bypass surgery, and then a few months later, a diagnosis of lymphoma cancer in your body that then spread to your brain? FJM: Well, I think the people who were on that sixth floor in the Norfolk Hospital River Pavilion are dedicated to bringing people to wellness. They sincerely believe in what they’re doing and they expose themselves to great risk with these chemicals. But they’re there every day, they’re doing unpleasant tasks,andthey’refacingpeopleindirecircum-

From left to right: Father John Manuel and his two sons, Father Thomas Manuel and Father Nickolas Manuel. (PHOTO COURTESY FATHER THOMAS MANUEL)

stances, many who are far worse than I am. They do it because they feel committed, and they express their love and devotion and meaning in life, their calling in life. From the doctors, to the nurses, to the support staff, I have a resounding gratitude in my heart for them. As far as the medical system at large and the insurance issues and things like that, that’s a bit problematic. Above all, they paid most of my bills. I have some concerns about the overall system, but individually, with the people, I can never thank them enough. And in fact, you know, I’ve brought some Greek pastries to them a few times and some flowers. We formed this great relationship on the floor. It was like a little church. When I first arrived, I was Mr. John, but by the end of each time, I was Father, and they would come, they’d sit, and it was kind of cool. Y: How has your experience with the disease, the decline, and death over the past year affected your faith in God? FJM: Well, as a believer, this is a very big question because if my faith in God is just a veneer, if it’s just, you know, something to make me feel good because fundamentally I fear death, then it’s not real faith. It’s not a real trust. So this heart situation, it’s scary. You’re being attacked into the core of your being, with your heart. You start to think, “Well, I could die from this.” And then you have to ask yourself again, “Am I a believer?” And if I’m going to claim to be a believer, it should mean something. One night, I was really tortured about this, and this is in the book, and I was staring up into the darkness of my room because I was wrestling with this gnawing anxiety, like a black emptiness of space that I was staring into. And as I was letting my mind relax, my body relax, a verse from our liturgy popped into my mind. I got up immediately and I wrote it down ‘cause I thought, “I don’t wanna forget this.” And I ended up writing about it, and that’s what came to me in Greek. At the beginning of the orthros, the morning service, we say, “God is the Lord, and He has revealed Himself to us. Blessed is he who comes in the name of the Lord.” And that’s Jesus. And so, when I thought about it, I thought, “God is the Lord,” meaning He’s the one who’s the governor, the prime ruler of everything. He is the Lord of everything, and He has cared enough for us to make Himself known to us. He has revealed Himself to us throughout the ages. And it popped into my mind, “That’s what all the Scripture is about. That’s what our faith is. That’s what the saints are about, they’re revealing the presence of God to remind us that God is real, our faith is real, the reality of divinity is real, the kingdom of heaven is real.” They attest to it. And then that final attesting was perfected in the person of Jesus, who himself was God in the flesh, to say to us, “I am with you. You’re not alone.” And when that came into my mind, I said, “Oh, I’ve heard that thousands of times. I’ve never thought about it.” And I said, “Here is an angelic presence comforting me to know

that God is with me.” I would not have had that experience if I were not in this horrible situation. Yes in fear of death, and in the fear of being alone. Then it was like something had changed in me. I was assured of God’s presence. I could sleep every night. It didn’t matter whether they poked me 10 times or 20 times or, or whatever the results of the tests were. I knew that God’s with me. Whatever the result is, I’ll be in His hands, and it’s okay. He’s with us on both sides of death. That to me, as a believer, my defining experience, and I still can’t get enough of, of expressing it ‘cause every time I talk about it, I think about that night and how horrible I felt and what peace I felt afterward and have continued to feel. Y: You followed up with writing a Part II called “Cleanup in Aisle 63”. What was your reasoning or purpose for writing this book? FJM: I incorporate different aspects of life in the hospital to create a humorous backdrop to a difficult situation. There is no joy or pleasure in getting cancer treatments, but the atmosphere of the hospital and the people they’re in bring joy to the occasion. The nurses are and inspiration with their sense of humor and that is very important to get by. They have a great blessings along with everyone who works in the hospital. Y: Where does the title of your book come from? FJM: The title of, “Cleanup in Aisle 63” comes from a nurse who was joking about life in the hospital, and thinking how it was like being in a comedy club and cleaning up all the mess that comes about from gathering together. She was finding a way to deal with the chaos of work in the hospital, and I thought it very clever so I Incorporated it into my book. Y: You have had your share of advanced cancer treatments. Which one or ones would you like to tell us about and what was the process like? FJM: Treatments seem to range from a week to 3 weeks at a time, and they need to be taken on their own and with acceptance of their own terms. None of it is easy or pleasant but it is made tolerable by realizing that it is all going toward wellness. While it is unpleasant during its course, the treatments work remarkably well. They are great blessings in hospital garb. Individuals who work in this hospital environment to bring wellness to others participating in miracles. Nothing is easy for anyone in this setting, so it is very important to foster a tolerant and accepting attitude that can lead to love and acceptance. The process is not easy of course, but it is necessary to avail for healing. None of this is easy for anybody, but understanding that, helps us all join together and to get through it all as a team. Y: As a man of strong faith, how do you handle being tested like this? Do you find yourself having conversations with God and if so, can you share some of them? FJM:So, while this experience has all been a challenge for me, I recognize it is a challenge

for everyone as well. And so I thank God for the blessing to get to know those who do something so valuable for others just for the sake of good things to happen. Glory to God for their service. All of this experience has been beneﬁcial to my spiritual life as well as to my physical life. As my body increases in health, I pray that my spirit does as well. Working with people who dedicate themselves to wellness is humbling, to see people who offer their time and life for wellness of others, is a great lesson in life. I thank God for these blessings! Y: Let’s go ahead and do that little mini bio on you. Where were you born and can you talk about your journey into the priesthood? How and when did you know you wanted to be a priest? FJM: Well, I grew up in Lancaster, Pennsylvania. The son of Steve and Demetri Emmanuel, both have roots on the island of Kos, Greece. My dad was born here. My mother is from Greece. We grew up, I grew up in a very typical Greek American home, you know, with its strong family values and also a strong sense of God’s presence. And of course there were icons everywhere in a typical Greek house. My mom and dad, they would invite people over, their friends, their contemporaries, and they would have a Bible study with them. And I remember as a child hearing those Bible studies. My dad was a barber by trade, but he was an iconographer by his passion. He did the church in Lancaster, he did other churches. But he started returning to his life in church. And when his life, when he started to get turned on by the orthodox faith, not just by our common heritage upbringing, but by the teachings of the Lord and the scripture, that wokemeupasayoung...Sofromtheageoften, I felt that hunger in me because of my father. And then I noticed, of course, my mother was always faithful and holy, you know, because that’s the Greek stereotype, is the mother is that faithful, it woke me up a little bit more, and I started to read and to examine what is it, what do we believe? So by the age of ten, I felt in my heart, with the example of our priest, Fr. Alexander Veronis in Lancaster, he was a major teacher, that I wanted to be a priest, and the reason for that is I wanted to have a fuller voice to express my faith. And that was the beginning of my journey. Y: So how did you wind up coming down from Pennsylvania to good old VA? FJM: Well, I mean, everybody has a long journey, and my journey took me—I graduated with my master’s degree, but I didn’t get ordained right away. And I ended up teaching English for ﬁve or six years, at a few colleges. And then I started painting houses—and then at one point, I was painting a house, and there was a telephone call. They said they had an opening in Richmond, Virginia. I had already donetwostintsinOhioandWilmington,Delaware in youth work. But then the call that took me to Richmond was to teach there. I was going to do a couple of years of youth work and then get a PhD. But when I got there, the Holy Spirit moved me toward the priesthood. They called, they ordained me, and I spent 12 years in Richmond as an Assistant Priest. And thenwhenanopeninghappeneddownherein Virginia Beach, 13 more down here, and that’s clearly what happened. Both of my sons are priests. I have four children. My eldest daughter is a nurse, so she helps people. My other daughter is a presbyter, so her husband’s a priest, and then my sons are priests. And then people who are associated with them have been blessed by our familytobecomepriestsaswell.SamWilliams is a priest, and Sebastian Mott, other people around. So it’s been something that has sort of multiplied because of the grace of the Holy Spirit. Y: God bless you Father. On behalf of the thousands and thousands and thousands of lives that you have touched, we love you, we thank you and God willing, we will see you in paradise when our time comes. Yiorgo is an arts, entertainment and sports writer. A stage, TV and movie actor, he is also a sports entertainer, educator, motivational speaker, writer, storyteller and columnist.

ﬂagshipnews.com | Section C | Thursday, September 17, 2026

FOOD

Tackle game day with these tailgating tips No grill, no problem! 5 easy tailgate treats that don’t require cooking By Family Features Source: Hormel Foods

Tailgating season is in full swing, but not everyone has time (or space) to fire up a grill before kickoff. Whether you’re hosting friends in your driveway, tailgating without a truck or trying to simplify game-day prep, you’re not alone. According to Paul Zahn, entertaining expert, fall is the perfect time to rethink the traditional tailgate menu. “You don’t need a grill to impress your guests - you just need the right mix of crowd-pleasers, portability and no-fuss presentation,” Zahn said. “It’s all about creating a vibe that feels fun and elevated, without requiring hours in the kitchen.” The makers of Hormel Gatherings products - known for their ready-to-serve party trays loaded with premium meats, cheeses and crackers - tapped Zahn to share his five go-to tips for building a no-cook tailgate spread that scores big. 1. Lean Into Local Favorites “I love anchoring my events with a theme and what better way to celebrate your team than creating food and drinks that pay homage to them and their states,” Zahn said. “I’m talking hometown eats with a twist.” For instance, Virginia ham fans can stack mild cheddar and honey ham between two crispy crackers, hit it with mustard and boom: instant ham-and-cheese bite. Bonus points for pairing with a local brew. 2. Make It Portable and Shareable “No one wants to juggle a plate and a beer,” Zahn said. “Think grab-and-go.” He loads up Hormel Gatherings trays and gets creative: caprese skewers with tomato, basil, mozzarella and salami, or “jar-cuterie” - mini jars layered with meats, cheeses and crackers. It’s a creative way to serve charcuterie without the mess, and guests love the grab-and-go convenience. 3. Sweeten the Deal “A sweet treat always buttons up your tailgating fun so dessert is a must-have,” Zahn said, “but keep it bite-size.” His go-to is mini doughnuts in football-themed cups with whipped cream and team-colored sprinkles. Or go seasonal with apple cider doughnuts, pumpkin cookies or mini pies. 4. Don’t Forget the Bevs “I love creating signature cocktails for events but no one wants to be mixing and muddling drinks when tailgating with friends,” Zahn said. “Make your cocktails the night before so you can actually enjoy the party.” He preps mason jars of team-themed drinks (a Bloody Mary if your colors are red and black) and loads them in a cooler with sparkling waters, canned cocktails and local beers. 5. Go Big on Chips and Dips “Dips are a no-cook crowd-pleaser, and they’re perfect for tailgating,” Zahn said. He serves guac, hummus and buffalo ranch with tortilla chips, pretzels and veggie sticks in single-serve disposable cups - no double-dipping, no mess. Tailgating without a grill doesn’t mean compromising on flavor or fun. With the right no-cook lineup - and a few strategic shortcuts - anyone can host a winning party this season. For more ideas, visit HormelGatherings.com.

Cheer on your team with the most ﬂavorful MVP level dips By Family Features

Source: Duda Farm Fresh Foods

It’s time to tailgate. Load up your favorite yard games, put on your team’s colors and pack the cooler with drinks and game day foods to get in the spirit. For some, the real action takes place before kickoff, whether you’re in the parking lot or watching from the comfort of home with fellow diehard fans. To be the star of your next tailgate or homegate, make sure you’ve got fuel for the party with convenient dips that perform at an MVP level. This Bloody Mary Dip combines a pair of game day favorites - the taste of a morning libation with a savory snack - to calm nerves before the players take the field. It’s made and served with Dandy Celery from Duda Farm Fresh Foods, which boasts a legacy of quality, innovation and consistency in celery cultivation since 1926. Its produce is crispier, sweeter and less stringy, redefining the veggie that’s a perfect teammate for tailgate dips. Or you can stick with a classic in this Skinny 7-Layer Dip, which layers familiar flavors like garbanzo beans, avocado

and shredded cheese but pairs them with nonfat Greek yogurt in place of full-fat sour cream to create a better-foryou game day bite. For an especially nutritious snack, scoop it using Dandy Celery, which is available year-round, packed with flavor and low in calories, making it a smart choice for snacking and cooking meals throughout the game. Plus, it’s 95% water, high in fiber to leave fans feeling full and refreshed and packaged fresh and crisp with no preservatives. To find more ways to tackle tailgating menus, visit dudafresh.com. Bloody Mary Dip Recipe courtesy of Laughing Spatula on behalf of Duda Farm Fresh Foods | Prep time: 5 minutes | Servings: 8 8 ounces cream cheese, softened 3 tablespoons tomato paste 1 tablespoon Worcestershire sauce 3 tablespoons pimento olives, chopped 2 tablespoons onions, chopped 2 tablespoons bacon, chopped 1/4 cup chopped Dandy Celery, plus additional whole sticks for serving, divided 1/4 teaspoon salt 1/4 teaspoon pepper 1/2 teaspoon granulated garlic olives, for garnish tomatoes, for garnish crackers, for serving In large bowl, combine cream cheese, tomato paste, Worcestershire sauce, pimento olives, onions, bacon, 1/4 cup chopped celery, salt, pepper and garlic. Mix well. Transfer to serving dish. Garnish with skewered olives and tomatoes. Serve with celery and crackers to dip. Skinny 7-Layer Dip 2 tablespoons olive oil 2 cloves garlic, minced 2 cans (15 ounces each) garbanzo beans, drained and rinsed

2 teaspoons hot sauce 6-8 tablespoons water 2 ripe avocados 1 lime, juice only 1 teaspoon salt 1/3 cup Dandy Celery, minced 1 cup fresh cilantro, ﬁnely chopped 1/3 cup onion, minced 1 1/2 cups nonfat plain Greek yogurt, plus additional for garnish, divided 2 medium tomatoes, diced 2 packages Dandy Radish MiniSticks 2 cups low-fat cheddar cheese 1 cup sliced black olives 10 cilantro leaves In skillet over medium-high heat, heat oil and garlic until softened and lightly browned. Add garbanzo beans and hot sauce. Cook 3 minutes, stirring frequently. Scrape contents of pan into food processor, add 6 tablespoons water and process until smooth. Add 1-2 tablespoons water as necessary to get puree to spreadable consistency. Transfer bean mixture to bowl to cool before assembling dip. Cut avocados in half and remove pits. Scoop out ﬂesh and cut into 1-inch chunks. In food processor, process avocado chunks, lime juice and salt until mostly smooth. Set aside until ready to assemble. In small bowl, mix celery, cilantro, onion and 1 1/2 cups Greek yogurt. To assemble: Using spoon or plastic bag with tip removed for piping, distribute garbanzo bean mixture evenly among 10 small containers. Add layer of avocado puree in same manner. Sprinkle layer of diced tomatoes over avocado puree in each container. Add layer of radish sticks. Distribute Greek yogurt mixture evenly over cups. Divide cheese over cups then layer black olives. Garnish with dollop of Greek yogurt and cilantro leaf.

ﬂagshipnews.com | Section C | Thursday, September 17, 2026

HEALTH

Stroke recovery starts early and continues for a lifetime By Feature Impact SOURCE: AMERICAN STROKE ASSOCIATION

When it comes to stroke, time matters. Recognizing the warning signs and calling 911 quickly can help with receiving time-sensitive, life-saving treatment. Recovery should begin early, too. Having a stroke can divide life into a stark before and after, affecting many aspects of daily life. While it’s easy to focus on the things a stroke can take away, it’s important to remember there’s life after stroke. Recovery isn’t just about relearning skills. It’s about adapting to new challenges, finding purpose in a different reality and continuing to move forward. Navigating the aftermath of a stroke means balancing short-term and long-term plans. Once medically stable, rehabilitation should ideally begin within 48 hours, according to the 2026 Guideline for Adult Stroke Rehabilitation and Recovery from the American Stroke Association. Recovery doesn’t have a fixed end. Meaningful progress can continue for months or years after survivors leave the hospital or complete formal therapy. “Stroke rehabilitation is complicated,” said Lorie Gage Richards, Ph.D., FAHA, volunteer chairofthenewguideline,associateprofessor at the University of Utah and an occupational therapist. “Each person faces a different set of challenges and care should be personalized to fit each person’s needs. The goal is to help individuals gain as much independence as possible to perform everyday activities while improving their overall quality of life.” Approximately 800,000 people have a stroke each year in the U.S, according to the American Heart Association’s 2026 Heart Disease and Stroke Statistics. Whether you’re navigating recovery yourself or supporting someone you love, connecting with a coordinated healthcare team is an important first step. Ask about a comprehensive assessment, develop a rehabilitation plan based on what matters to you and set small, achievable goals throughout recovery.

(SHUTTERSTOCK PHOTO)

routine may take more effort or require a new approach. A rehabilitation team can assess how stroke has affected movement, communication, thinking, vision, hearing and other abilities then develop a plan based on individual needs and goals. Recovery doesn’t look the same for everyone. For one person, a meaningful goal may be dressing independently. For others, it could be returning to work, driving safely or participating in favorite activities. Start with manageable goals, evaluate progress and reassess the plan as needs change.

Understanding the Invisible Impacts

Some of the most challenging parts of recovery may be the ones others can’t see. For instance, you might lose conﬁdence or sense of identity, have trouble concentrating Building Skills and or experience anxiety or depression. Along Independence with mental and emotional changes, you may After a stroke, familiar parts of a daily notice ongoing physical symptoms like pain,

difficulty sleeping, changes in sexual function or difficulty with bladder control. Invisible challenges don’t have to stay that way. Ask your healthcare team to assess your physical and emotional health, including depression and anxiety, during the hospital stay and throughout recovery. Speaking up about new or changing symptoms can help identify appropriate treatment and support.

Navigating Changing Relationships

When you have a stroke, your life isn’t the only one that changes. A partner, parent or friend may suddenly take on new responsibilities, making honest conversations about support especially important. Family responsibilities may also look different. Parenting young children, supporting loved ones or balancing work and family can bring new challenges during recovery. Give yourself permission to slow down, accept care and connect with the people who

matter most.

Finding Purpose and Redeﬁning Success

Recreation, hobbies, social connections and other meaningful activities are an important part of recovery and can help people regain conﬁdence, participate in their communities and improve quality of life. That may mean returning to music, art, exercise or time with friends. It could also mean modifying favorite activities, discovering new interests or connecting with a support group. Life after stroke may look different, but different doesn’t mean less meaningful. Recovery isn’t measured by how closely someone returns to who they were before. It’s about ﬁnding new ways to pursue what matters most and continuing to move forward. Learn more about recognizing stroke, preparing for rehabilitation and adjusting to life after stroke by visiting Stroke.org.

ﬂagshipnews.com | Section C | Thursday, September 17, 2026

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ﬂagshipnews.com | Section C | Thursday, September 17, 2026