DEPARTMENT OF THE NAVY
SAN DIEGO. CALIFORNIA 92133-5000
IN REPLY REFER TO:
05 MAY 1992
From: Commander, Naval
Training Center, San Diego
To: Director of Naval
History (OP-O9BH), Washington Navy Yard, Washington, D.C. 20390
Subj: 1991 COMMAND
HISTORY (OPNAV 5750.1) SUPPLEMENT
Ref: (a) OPNAVINST
Command History, Naval Training Center, San Diego, California
||Supplementary Command History,
Naval Training Station, San Diego, California
Command History, Recruit Training Command, San Diego, California
||Supplementary Command History,
Service School Command, San Diego, California
1. In accordance with
reference (a), the 1991 Command History supplement of Naval Training Center,
San Diego is submitted as enclosure (1).
2. Enclosures (2) through
(4) outline in detail events of significance in the three component commands
of the Naval Training Center.
K. S. WEBSTER
OPNAV REPORT 5750.1
RECRUIT TRAINING COMMAND
SAN DIEGO, CALIFORNIA
CALENDAR YEAR 1991
RECRUIT TRAINING COMMAND
NAVAL TRAINING CENTER
SAN DIEGO, CALIFORNIA
Captain Gregg V. Southgate
U. S. Navy
Assumed duties 15 January
Commander C. T. Fowinkle
U. S. Navy
Naval Training Center
San Diego, California
“The mission of Recruit Training Command, San Diego,
California, is to conduct a training program which will: effect a smooth
transition from civilian to Navy life; foster patriotic behavior; affirm the
dignity of the individual; encourage high standards of personal
responsibility, conduct, manners and morals; create a desire for
self-improvement and advancement; provide the recruit with knowledge and
skills which are basic to all Navy personnel; develop pride in unit and the
Navy and a desire to observe appropriate Naval customs, ceremonies and
traditions; provide the Department of the Navy with personnel processing and
effective level of physical fitness.”
COMPOSITION OF COMMAND
A. Executive Department,
Staff Code 00/01
1. Command Master
Chief, Staff Code OOE
2. Safety Officer,
Staff Code 011
B. Administrative Services
Department, Staff Code 03
1. Command Career
Counselor, Staff Code 012
2. Recruit Affairs
Division, Staff Code 013
3. 3-M Coordinator,
Staff Code 014
4. Command Fitness
Coordinator, Staff Code 015
C. Legal Department,
Staff Code 04
D. Training Support
Department, Staff Code 10
E. Military Training
Department, Staff Code 20
F. Technical Training
Department, Staff Code 30
G. Apprentice Training
Department, Staff Code 40
H. Curriculum and
Instructional Standards Department, Staff Code CIS
CAPTAIN GREGG V.
UNITED STATES NAVY
Captain Southgate, a Fort Mitchell, Kentucky native,
reported to Pensacola, Florida as an Aviation Officer Candidate, receiving
his commission in June of 1968, and his wings the following year. His first
fleet assignment was to Fighter Squadron NINETY SIX, the “Fighting Falcons,”
flying the F-4 Phantom. Captain Southgate deployed aboard USS AMERICA (CV
66) and USS CONSTELLATION (CV 64) with the Falcons making two WESTPAC
cruises and flying 256 combat missions.
In August 1972 Captain Southgate reported to the Naval
Fighter Weapons School at NAS Miramar, California as a TOPGUN Instructor. In
1975 he reported to Fighter Squadron FIFTY ONE where he made one
Mediterranean cruise aboard USS ROOSEVELT (CVA 42). Captain Southgate
further served with Fighter Squadrons ONE TWENTY ONE and TWENTY ONE (the
“Freelancers”) making a third WESTPAC as the Operations Officer of Fighter
Squadron TWENTY ONE while aboard USS CORAL SEA (CV 43).
Transferring to Washington D. C. for duty on the Chief
of Naval Operations (CNO) staff, Analysis Division (OP-962), Captain
Southgate spent six short months of 1982 in the Capital City. He reported to
Fighter Squadron ONE SEVENTY ONE in December 1982 for F—4 refresher training
prior to his return to the “Freelancers” (VF 21) as Executive Officer on 2
March 1983. The “Freelancers” returned to the USS CORAL SEA (CV 43) for one
final world cruise with the aging F-4N. Assuming command of Fighter Squadron
TWENTY ONE in September 1984, Captain Southgate transitioned the
“Freelancers” to the F—14, and took them on their first cruise as an F-14
squadron aboard USS CONSTELLATION (CV 64).
Captain Southgate made a Western Pacific/Indian Ocean
cruise in 1987 as Air Officer aboard USS CONSTELLATION (CV 64) before
reporting in July 1988, to the staff of the United States Special Operations
Command (USCINCSOC) in Tampa, Florida as the Chief of the Command and
Control Division. Currently, Captain Southgate is the Commanding Officer of
Recruit Training Command, San Diego.
Captain Southgate has logged over 4100 flight hours,
(3300 hours in the F—4 Phantom) and has made over 1000 arrested landings.
His awards include the Defense Meritorious Service Medal, the Meritorious
Service Medal, the Navy Commendation Medal (four awards), the Air Medal
(three awards), Seventeen Strike Flight awards, and numerous Campaign Medals
and Unit awards.
Captain Southgate is married to the former Mollie
Malone of Pensacola, Florida. They have a daughter Kasey Anne and a son,
Two pages are missing from the records.
a useful avenue to ensure
recruits receive quality instruction.
209 Company Commanders
received refresher instruction prior to
returning to lead a
6. Drill Division.
Recruit Drill Units enhanced the Navy’s image in the civilian community by
participation in off-station events as indicate below:
a. Color Guard 51
b. Drum and Bugle
c. Fifty State Flag
d. Crack Rifle Drill
Applied Skills Training (FAST).
a. The FAST
program continues to be an extremely useful tool in the remedial training of
recruits. In CY 1991 the FAST program enrolled 861 students.
b. These 861
students, plus a remainder enrolled in CY 90, to total 859 students,
c. 37 students
received Entry Level Separations or otherwise left the FAST program for
non—academic reasons. Additionally, six students were removed from the
program for severe language deficiency and unacceptably low AFQT scores.
weekend testing of F.A.S.T. recruits which eliminates unnecessary wait time,
saving $11,000 annually.
thousands of errors and rewrote major sections of the new F.A.S.T.
curriculum generated by Penn State University saving nearly
$20,000 in contractor costs, and avoiding further curriculum
20 May -
15 June 91, 3 staff members spent an additional 40
hours per week on revision and development of a more appropriate curriculum
d. 10-14 June
91, Mary Wagner, a civilian instructor flew to CNTT to assist in the final
drafting of a
Trainee Guide for FAST
b. Special Training.
A total of 114 marginally performing recruits were assigned to the Positive
Motivation Unit. The average time per recruit spent in the unit was 8.2
days. ‘91 recruits successfully completed the program and were returned to
a. A total of
367 recruits were assigned to Medical Rehabilitation.
b. 195 returned
to a recruit company to complete training. 58 graduated from basic training
while still in the Medical Rehabilitation Unit.
c. 161 were
attrited (131 for medical reasons).
recruit average stay from four to two weeks in the Medical Rehabilitation
Unit by completely overhauling this one time “passive” hold unit and turning
it into an aggressive pro—active center using innovative rehab methods,
saving over $360,000 annually. As a result, the number of recruits being
held in Naval Hospital has also been reduced to almost zero.
d. Water Safety and
a. A total of
4,539 recruits failed the initial swim qualification test of 18,561 recruits
b. A total of
62 recruits failed to qualify as 4th class swimmers during the eight week
training period and were assigned to the Swim Hold Unit. Of these, 50
qualified after additional remedial training. Four were sent to their
follow—on commands with a Page 13 entry for failure to qualify. Eight were
transferred from the unit and were discharged for various reasons.
c. A total of
1,925 recruits/fleet sailors screened for special warfare; 216 qualified.
d. A total. of
748 recruits failed their final aerobics test; 359 received waivers for
injuries which precluded successful completion of all four aspects of the
e. 389 recruits
were processed as outlined below due to failure of their final aerobics eval:
(i) Prior to 1
September 1991 those recruits that failed the final aerobics test were
tested according to OPNAV standards while still in training. Those recruits
that failed to meet OPNAV standards were assigned to the Aerobics Hold Unit
following their final day of training and remained in Aerobics Hold until
they could meet OPNAV standards.
(ii) As of 1
September 1991 those recruits that failed to pass their final aerobics test
were assigned to the Aerobics Hold Unit on their final day of training and
were not allowed to depart RTC. Recruits in Aerobics Hold are administered
the aerobics test daily according to OPNAV standards.
8. Armory statistics:
a. A total of 105
saluting charges were expended for gun salutes.
b. A total of 14,577
recruits fired 469,200 rounds of .22 caliber ammunition during training
sessions in small arms handling. Eighty-eight percent of the recruits
successfully fired with 80% or better accuracy.
c. RTC expended 421
capsules of riot control agent for NBC warfare training of recruits.
d. Naval Training
Security expended a total of 27,256 rounds.
7,204 .38 caliber
5,596 .45 caliber
2,220 12 gauge
e. 105 rounds were
expended for military funerals.
9. Legal Department:
(1) The Discipline
Section Legal Investigators conducted 484 interviews resulting in 398
Fraudulent Enlistment Investigators conducted 4,187 interviews resulting in
332 Moment of Truth discharges.
(3) A total of
1,871 administrative discharges were processed in 1991, corresponding to 395
medical and 1,276 discharges for various
(4) The Legal
Division Court-Martial Section processed nine Summary Courts-Martials, two
Special Courts-Martials, zero General Courts Martials, and one Other than
Honorable discharge in lieu of trial by Courts Martial.
Eliminated seven working days from discharge processing time by merging
Military Training, Legal and PSD procedures, saving $1.2 million annually
and eliminating the need for an outgoing hold unit.
eliminated attrites due to sleepwalking or enuresis by implementing a five
week observation period concurrent with training saving $290,000 annually
in otherwise lost training dollars.
(3) Developed a
new program approved by BUPERS to expedite administrative separations of
recruits with entry level disqualifying medical conditions. Realized an
80% decrease in the number of costly medical boards.
a. Procedure change.
Prior to 1 May 1991 Recruit Training Command conducted initial screening of
all urine samples, with positive samples being forwarded to the Naval Drug
Screening Lab (NDSL) at Naval Hospital San Diego for verification. Final
verification by NDSL required 7
10 working days. On 1 May 1991 the NDSL assumed
responsibility for testing all urine samples, providing within 24 hours a
screening presumptive positive report on all recruit entry level samples.
This report is followed within four working days a confirmation of positive
report. New procedures have dramatically reduced drug test processing time,
saving over $200,000 in total training and processing costs.
(1) A total of 96
individual DAPA interviews were conducted for staff and apprentice trainees
for drug and alcohol— related problems. Of these, 70 were referred for Level
I treatment, seven were referred to Level II treatment and one staff member
was assigned to ARC/ARS.
(2) 63 personnel
graduated from NADSAP and 58 completed the Alcohol and Drug Abuse Managers
and Supervisors Course.
(3) The command
has recorded two DUI incidents this year and discharges for various
screening conducted by the Drug Analysis Unit Urinalysis Section for 1991 is
“Personnel of the quarter” for 1991 were as follows:
Sailor of the Year:
Company Commander of the
Instructor of the Year:
b. Command wide.
Navy’s Company Commander of the Year for the second year in a row.
(2) RTC 1990
Sailor of the Year, ET1(SS) Laprade selected as NTC Sailor of the Year.
(3) RTC/PSD was
awarded the Certified Pipeline Mover Award by the Enlisted Personnel
Management Center (EPHAC) and the CINCPACFLT PSD of the Month Award for
significant reduction in processing times and efficient transfers of
personnel, ZERO discrepancies found.
(4) Passed NAVOSH,
NOSHIP and 16 related safety inspections with outstanding results. 32%
fewer discrepancies were found.
Navy Relief and Combined Federal Campaign command goals by 15% raising
over $88,000 for Navy Relief and $153,000 for Combined Federal Campaign.
(6) Established a
command recycling program which
collected over 9,600
(7) Awarded the
CNTT Silver Anchor Award for outstanding retention for the second
(8) Awarded the
CNET Training Excellence Award or the second consecutive year.
Development and Improvement:
NAVCRUITRACOMSDIEGOINST 1500.1DD (Master Training Schedule) with
NAVCRUITRACOMSDIEGOINST 1500. lEE.
b. Developed and
implemented Change I to
(1) Adds reminder
to Company Commanders to measure recruit body fat on R-Day.
(2) Modified P-i
DOT time line to expedite the flow of recruits through clothing issue and
(3) Added term of
the day; rate/rank of the day; and uniform of the day, for all hands
information and awareness.
c. Developed three
Total Quality Leadership courses (Introduction to TQL, TQL for Officers and
TQL Facilitator) consisting of eleven lesson topic guides and 63
transparencies. Trained 70 staff personnel which saved the command $150 per
person for a total savings of $10,500. Submitting to CNTT for other RTC’s to
d. Instituted an
educational marriage workshop for Apprentice Training students, facilitated
by the Chaplains.
e. Wrote over 400 new
test questions to better evaluate recruits’ comprehension.
f. Completely revised
lesson topic guides:
First Aid Phase I
First Aid Phase II
Health, Pregnancy, and
Basic Damage Control
Auth and Resp. of a CPO
g. Developed and
implemented a comprehensive “Moment of Truth” program for prospective
Company Commanders which validates all qualifications. This expanded
screening of Company
identified five non-qualified personnel, avoiding 1,200 manhours of
unnecessary training time and ensuring only the
best trained recruits.
h. Implemented on time
the Navy/Air Force Medical Evaluation
Test (AFMET) Project;
modified existing software for test
grading, avoiding 1,500
Conditioning time by training week to maximize physical readiness of
Developed a revision
outline for Mobilization Master Training Schedule NAVCRUITRACOMSDIEGOINST
k. RTC BMO implemented
the new High Risk Screening Program for C.B.R. classes.
1. Developed an
updated NAVCRUITRACOMSDIEGOINST 1601.3U (Assignment of Service Week Work
Details) to structure priorities and procedures to reflect actual command
needs and maximize service week utilization.
a. Recruit Company
Sponsorship - Increased
Recruit Company Sponsorship by 32%; 115 commands and local military
organizations sponsored 239 of 264 companies. Visits by sponsor commands
give recruits contact with motivated and interested fleet personnel who
relay real world scenarios, expectations and goals. This weekly,
after hours contact promotes tremendous motivation for the recruit companies
keeps their sights set on
their ultimate goal to become a proud fleet sailor.
b. Created and
implemented a completely unique squadron and ship visit program in
conjunction with Surface Forces Pacific and Air Forces Pacific; maximizing
utilization of the fleet’s close proximity to RTC San Diego. The ability to
augment classroom study with real world resources has immeasurably
improved learning, morale, and enthusiasm.
c. Planned, designed
and built a ship’s bridge mock-up, liaisoning with the fleet for needed
hardware. This static display greatly improved the quality of training for
3,700 Seaman Apprentices annually.
d. Instituted a new
Recruit Training Command San Diego Maxim to instill a sense of honesty and
integrity within recruits and Apprentice Trainees: “I. will not lie, cheat
or steal, nor tolerate those among us who do.”
e. Created completely
new management and administrative
processing procedures between Apprentice Training, RTC/PSD, and
Eliminated the need for Apprentice Training’s
overseas hold unit,
reduced the number of students awaiting transfer orders in CONUS by 75%, and
reduced the average wait from 30 to 5 days.
f. RTC Moment of Truth
(MOT) and Medical devised a system to ensure all medical related disclosures
are documented in health records and evaluated during P-days; these
unqualified recruits are discharged prior to training.
g. Instituted drug and
alcohol screening program to identify and discharge dependent recruits prior
to training. 192 cases identified to date eliminated incalculable
future problems for the Navy.
h. Implemented the
installation of a bridge watch equipped with sound powered phones to ensure
the safety of companies crossing the bridge; installed sentry shacks on
either side for weather protection.
i. Incorporated a
completed recruit dental appointment schedule, to avoid important classes
being missed by recruits.
a. 98.25% of
troubled recruits who attended the Chaplain’s Motivation and Adjustment
Program graduated from RTC.
b. Developed and
implemented an extensive High Risk Instructor Certification Program ensuring
safe training within areas most susceptible to training mishaps. RTC
boasts a perfect safety record for high risk courses in 1991.
c. Implemented a
program to evaluate and monitor high risk courses, conducting over 130
evaluations of high risk areas to ensure conformance to standards.
d. Established a water
marshall monitoring team as part of a highly visible water conservation
program. Measures taken led to a 30% reduction in base-wide water use,
saving $473,000 annually. (California is in its sixth year of drought).
e. Capitalized on
drawdown period by organizing and coordinating intense professional training
and fleet support in concert with SURFPAC, AIRPAC and SUBPAC. To date, 42
staff members are attached to operating units in the SOCAL
making RTC San Diego a
team player; 272 Navy schools have been scheduled and extensive self-help
projects have been completed.
f. Completed overhaul
of electrical, plumbing, and cosmetic
work in all spaces. 118
self-help projects are underway. Spaces completed to date saved well
over $195,000 (a comparable PWC
g. Created and
implemented a Local Area Network system which increased computer support to
the command by 175% and conserved 25% administrative manhours through shared
h. Opened our
firefighting school house one year ahead of schedule through
aggressive contractor interface.
Instituted a staff Bus
Driver Qualification Program to save thousands of dollars in MWR funds
annually (civilian bus drivers cost $30 an hour).
Upgraded and rehabilitated
men’s and women’s public restrooms and installed handicapped accessible
telephones in each new style barrack’s wing to facilitate faster and better
communication during emergency situations.
pursued personnel and command public recognition through the Fleet Hometown
News Release Program. Processed 13,231 press releases for recruits in
m. Published 20
feature articles in the Naval Training Center newspaper THE HOIST.
n. Certified 498 staff
personnel in cardiopu]itionary resuscitation, utilizing our own qualified
corpsmen, saving over $12,000 annually.
o. Developed and
implemented a TQL indoctrination presentation to the Company Commander’s
p. Trained four staff
members as TQL facilitators. Training conducted by the Naval Supply Center,
q. Removed additional
defective side walks, then repaired same with an estimated savings to the
Navy of $4,500.00 (civilian equivalent).
r. Procured and
installed 15 computers: Recruit Affairs,
Drill, Admin, Training
Support Department Director, Scheduling,
Department Yeoman, Student Control Division,
Team, CO’s Secretary, Fire Fighting
School, and five Recruit
s. Completed local
area network (LAN) installation for Administration Department consisting of
ten nodes. This will result in a savings of 25% in manhours by utilizing
bases and files.
t. Installed LAN in
Legal, consisting of six nodes.
u. Developed and
implemented an effective Tool Issue Program, minimizing tool loss, safety
hazard and inventory.
v. Conducted a Command
Safety Awareness GMT on “Drinking and Driving” prior to Labor Day weekend
and 4th of July.
w. Revised safety
instructions/procedures for Recruit Training Command (NAVCRUITRACOMSDIEGOINST
x. Wrote and
implemented a Hazardous Material/Hazardous Waste training lecture.
15. Command Special
a. RTC CHANGE OF
COMMAND CEREMONY -
Captain Gregg V.
Southgate relieved Captain Robert P. McClendon as Commanding Officer,
Recruit Training Command, San Diego. (15 Jan 91)
A WISH -
Hosted a ten-year-old from “Make a Wish Foundation.” He
was designated as honorary recruit, recognized at the review, and
participated as a member of the reviewing party.
c. TOTAL QUALITY
LEADERSHIP TELECONFERENCE - Hosted a live TQL teleconference via satellite
from New York for over 800 visitors, featuring Dr. Edward Deming.
d. COMBINED USE OF
GALLEY BY NTC
resources and inter-service cooperation for a six—month period, feeding
Marine and Navy recruits in the same galley.
e. BELLS ACROSS
AMERICA - Held a moving bell ringing memorial ceremony involving recruits
from all phases of training and all states of the union to commemorate the 2
16th anniversary of the signing of the Bill of Rights. (17 Sep 91)
f. AIRMAN APPRENTICE
MAINTENANCE TRAINING REQUIREMENT REVIEW
and hosted a very successful Maintenance Training Requirement Review which
resulted in 39 rewritten LTG’s, 20 new tests, and a new student guide.
g. AMERICA’S SCHOONER
CUP RACE - RTC hosted its own “USS RECRUIT” schooner with Captain Southgate
serving as guest skipper during the race. The schooner which placed second
carried a specially made USS RECRUIT pennant. (22-24 Mar 91)
h. USO YELLOW RIBBON
The “Welcome home
troops” 5K and
10K run was hosted on
board NTC and run through RTC highlighting the headquarters building and the
USS RECRUIT. The race hosted
some 800 participants. (25
Command celebrated the graduation of its 2000th Division. Special plans
included filming by Navy News this week, a special keepsake program, and
VADM Stockdale as Guest of Honor, and RADM Zlatoper, COMCARGRU 7 as the
Reviewing Officer. (6 Sep 91).
Completed High Risk Safety
inspection 19-21 November. Received satisfactory evaluation with only one
16. Command Visits
a. 11-15 January:
Captain P. Tzomes - CO RTC Great Lakes Visit. Command Orientation Tour to
observe Recruit Company Sponsorship, TQL Training Enhancements, and
generally all aspects~ of Recruit Training.
b. 14 February:
Tour/Orientation for Pacific Beach Beacon.
c. 20 February:
Orientation tour for three Japanese Diplomats. The visit focused on quality
of life and the training environment, to include our education and training
d. 21-22 February:
Orientation tour and brief for Commander Florence Beatty, CNET N-65.
e. 22 March: Hosted Boy
Scout Troop 105 from Alpine (15 elementary school boys) to lunch in the
galley and the recruit review.
f. 11 April: Visit and
orientation tour for five Egyptian Naval Officers and a French Army Major.
g. 22 April: AIRPAC PCO/PXO
Course first of two half day courses conducted at RTC in conjunction with a
week long AIRPAC PCO/PXO Course. RTC hosted 50 Commanders and Lieutenant
Commanders to a command orientation briefing, followed by orientation and
tour of the Airman Apprentice Training School including tour of Airman labs,
and a question and answer period with Airmen in training and Airman school
instructors. The tour concluded with lunch in the galley and an
inspection/conversation with a recruit company in its barracks.
h. 2-3 May: USS WASP
Reunion. 150 former WASP crewmembers featured at the Pass—In-Review. Their
group received a mayoral proclamation recognizing the day as “USS WASP DAY.”
9 May: Educator
Orientation Visit. 30 city and county
boards of education
members and superintendents from across the
United States hosted to a
brief orientation of Recruit Training
and a barracks walk
30 May: USMEPCOM Command
Brief and tour. RTC hosted 30 transportation clerks to a tour and brief of
RTC. This tour z provided much needed insight to a group who process new
recruits daily, and are faced with various questions regarding facilities
and “what bootcamp will be like.”
k. 14 June: CNET, VADM
Fetterman visit and presentation of the CNET Company Commander of the year
award to TM1 Troy Westphal.
1. 25 June: CNTT, RADM
Rich visit and orientation tour.
m. 5 July: Chaplain
candidate orientation to Damage Control morning long tour and training
evolution for some 50 chaplain candidates on board the USS RECRUIT.
n. 12 July: Chaplain
candidates hosted at Pass-In-Review.
o. 24 October: Second
PCO/PXO Course at RTC. 45 Commanders and Lieutenant Commanders, hosted as in
p. 29 July: Damage
control training, briefing and tour provided for 15 Japanese Naval Officers.
q. 4 October: Command
Orientation tour and visit for Captain S. Sterling (OP-11B) and Dr. Imelda
Idar (OP—1112). The visit focused on remedial training enhancements (AFMET
testing, the new NTC Exercise Medicine Clinic, the medical rehabilitation
program, FAST, and special training environments).
r. 16 October:
Orientation visit and tour for Captain Webster, NTC Chief Staff Officer.
Orientation visit and tour for Captain Konczey and Mr. Robert Vierkandt from
CNTT to observe all aspects of recruit training.
a. Saved the Navy
over $150,000 in labor costs by providing 80 Apprentice Training
students for the degaussing of USNS JOHN ERICKSON (TAO 145).
b. 23 January 1991,
provided volunteers to assist with the San Diego Yacht Club Wheel Chair
c. 6-7 April, provided
volunteers to assist with the San Diego Crew Classic. RTC also provided
berthing for 150 college crew team members.
d. 27 May, provided
volunteers for placement of Memorial Day flags at the Fort Rosecrans
e. 23 June, provided
volunteers to assist with the St. Vincent De Paul Center international
18 August, provided
volunteers to assist at the NAS Miramar Air Show.
g. 21 August, provided
volunteers to serve as victims in the NTC Disaster Preparedness Drill.
h. 28 September,
provided volunteers to support the Linda Vista Multi-Cultural Parade and Fun
18. Equal Opportunity
Workshops. Recruit Training Command in conjunction with the Naval
Training Center attended the 1991 Multicultural Workshop on 1 May 1991. This
workshop featured the RTC Executive Officer, Commander Cornelia de Groot
Whitehead as a guest speaker on “Managing a diverse work force from a