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procedures. I identified the following primary themes in the report that focus on potential
contributing factors:


The investigation did not establish any motive for the shooting and there is no perfect formula
that could have predicted these events. However, compliance with arms, ammunition, and
explosives (AA&E) rescreening standards should have identified risk factors to prompt a
rescreening of Romero to be an armed watchstander.



The Submarine Force Embedded Mental Health Program (eMHP) is valuable in providing
mental health support to Sailors and assisting in the readiness of the submarine force.
However, I am concerned that the Submarine eMHP Clinic failed to strike the balance
between supporting the submarine community readiness and providing necessary mental
health resources to submarine Sailors, to include diagnosing Sailors when necessary so they
can receive further treatment.



The Submarine Force eMHP program in this case also fell short in its objective of ensuring
the resilience and well-being of Sailors by placing undue emphasis on patient confidentiality.
It failed to strike an appropriate balance to consider the chain of command’s inputs to better
evaluate the context of the Sailor’s mental health challenges and to recognize the chain of
command’s responsibility in ensuring that high-risk Sailors are identified and provided
support, particularly where the Sailor may have access to weapons.



As a result of active shooter incidents across the DoD, there has been greater emphasis on
developing more robust insider threat programs and training. However, I still have concerns
with increased information sharing and incorporating prevention principles and human factor
assessments into programs, policies, and procedures.



The failure to identify Romero as an insider threat led to doubts about the necessity of armed
watchstander requirements in low force protection posture environments and where layered
security already exists. The importance of protecting our critical national defense assets must
not be understated. However, I am also acutely aware of how this tragedy shook the sense of
safety and security of our Navy community, especially our valued shipyard workforce. We
must work to restore confidence in the Navy’s ability to protect its most valuable assets – its
people – from threats, both external and insider. I determined that this warrants a broader,
common-sense look, not only at how we screen armed watchstanders, but when we require
their presence in various force protection environments.

4. Chapters 1 and 2 (Introduction and Sequence of Events). I concur with Chapters 1 and 2 as
written.
5. Chapter 3 (Embedded Mental Health). I concur with the findings, opinions, and
recommendations of Chapter 3 as modified below, and specifically highlight the following:


Finding 3.1. The eMHP provider under-diagnosed and did not properly manage Romero’s
mental health condition and failed to provide an adequate level of care. Romero was first seen
by a mental health professional at the Tripler Army Medical Center Emergency Room in
March 2019, and received a referral to eMHP. However, Romero was not seen again by a
mental health professional until September 2019. With eight visits to eMHP between then
and December 2019, only one was with a licensed provider. The remaining visits were with
the behavioral health technician, an unlicensed Enlisted Sailor. Manning shortages at eMHP

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contributed to the lack of proper oversight over an unlicensed technician providing mental
health care to submarine Sailors.
In addition to the lack of oversight, eMHP relies heavily on diagnostic descriptors, arguably to
allow for the execution of the “Resiliency Approach” by providing coping skills while also
reducing unplanned losses in the submarine community. However, this approach also raises
concerns about situations where a Sailor should be referred for mental health treatment.
While manning and readiness is a consideration for the submarine community, these should
not be primary factors when evaluating a Sailor for a mental health diagnosis which may
require treatment. Although the mental health professionals in Romero’s care seem to have
had the best of intentions, this incident highlights shortfalls in the Submarine Forces Pacific
(SUBPAC) eMHP program’s ability to support both the submarine force and the individuals
under its care.
o Recommendation 3.1.1. I recommend that VCNO direct the Command Surgeon, U.S.
Fleet Forces Command, as the Privileging Authority, in coordination with Commander,
Submarine Forces (COMSUBFOR), to conduct a quality assurance investigation into the
clinical practice of the Force Psychologist with particular attention to any pattern of
under-diagnosis and the behavioral health technician’s scope of practice without direct
supervision.
o Recommendation 3.1.2. I recommend that VCNO direct the Department of the Navy’s
Bureau of Medicine and Surgery (BUMED), in coordination with Type Commanders, to
conduct a comprehensive review of the eMHP to determine whether there is a broader
pattern of under-diagnosis and to clarify the proper role and scope of practice of behavior
health technicians. The review should include manning, patient-provider ratios, facilities,
and reporting tripwires to commands.
o Recommendation 3.1.3. I recommend that VCNO direct BUMED, in coordination with
COMSUBFOR, evaluate MANMED policy regarding Disqualifying Mental Health
Conditions for Submarine Duty.
o Recommendation 3.1.4. I direct COMSUBPAC to install outpatient electronic record
terminals in eMHP clinics and request official clinic designation from Tripler Army
Medical Center in order to receive electronic referrals. Report completion of this task no
later than 30 November 2020, with interim progress reports in 30-day intervals until
complete.
o ADD Recommendation 3.1.5. I recommend VCNO direct COMUSFLTFORCOM, in
coordination with BUMED, to implement a process for the effective sharing records and
transmitting referrals between military treatment facilities and eMHP clinics.



Finding 3.2. The absence of a unifying plan among the chain of command, patient, and
provider was contrary to the COMSUBFOR and COMSUBPAC Instruction 6490.1
(Submarine Force eMHP). The Commanding Officer must understand the warfighting
readiness of his unit and crew. The Medical Department Representative (MDR) for USS
COLUMBIA, who is both responsible for the submarine’s medical program and Romero’s
primary care provider, was completely unaware of Romero’s eMHP Clinic visits prior to the
shooting. This lack of communication was a barrier to intrusive leadership and creates a
serious vulnerability in military readiness which is unacceptable. The stovepipe approach to
treatment limited the coordination and information-sharing that is a vital cornerstone of the
Submarine Force eMHP’s Resiliency Approach. The servicemember’s right to confidentiality
must be balanced against evaluating what information is necessary to relay to the chain of

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responsibility for noncompliance and accountability actions as appropriate. Report
completion and results no later than 30 June 2020.
o ADD Recommendation 4.1.4. I further direct COMSUBPAC to ensure that weapons
officers receive formal training on AA&E policy and procedures before assuming
responsibility for implementing small arms programs. Report completion no later than 15
May 2020 for units in port. For units currently deployed, provide an estimated date of
completion and interim reports at 30-day intervals until all training is complete.



Finding 4.2. Romero assumed security duties as the Topside Roving Patrol without getting
the required security brief. The security and safety brief consists of face-to-face interactions
with duty section leadership, as well as an alcohol screening and pass-down for the day. The
missed briefs not only demonstrated a lack of procedural compliance, but presented a missed
opportunity for duty section leadership to assess Romero’s demeanor and fitness for duty
immediately prior to issuing him a firearm.
o Recommendation 4.2.1. I direct COMSUBPAC to ensure duty section procedures
require armed watchstanders complete safety and security briefs before assuming the
watch. Report completion no later than 15 May 2020.
o Recommendation 4.2.2. I direct Commanders, U.S. SEVENTH Fleet and U.S. THIRD
Fleet to require all units under their OPCON to ensure that duty section procedures
include a requirement that armed watchstanders complete safety and security briefs before
assuming the watch. Report completion no later than 15 May 2020.

7. Chapter 5 (USS COLUMBIA Command Climate). I concur with the findings, opinions, and
recommendations for Chapter 5 as modified below.


Finding 5.1. The command climate on board USS COLUMBIA in 2019 was low despite
some recent indications of improvement. Of note, in the command’s Defense Organizational
Climate Survey (DEOCS) in 2019, over 35% of survey participants knew of someone who
had thought of suicide. More specifically, one participant provided an anonymous comment
regarding job-related stress that should have raised significant alarm bells, stating that “I pray
that on the driver [sic] I get in a car accident and die” and that “Often times I considering [sic]
putting my pistol in my mouth and ending it all or just throwing myself into the dry dock
basin.” Despite this red flag raised in the DEOCS, the chain of command did not take
proactive measures to address it. The command attempted to identify the source of the
anonymous comment from among its list of identified high-risk Sailors, but then gave up.
The comment was never linked to Romero, and the source of the comment has not been
identified since. The Command Resiliency Team (CRT) played down the comment as that of
a single Sailor and not reflective of a widespread crew issue. The XO opted not to conduct
suicide prevention training, rationalizing that such training had just been completed the month
prior to the survey.
The actions of USS COLUMBIA leadership were not intrusive or proactive. The leadership
did not engage the chain of command to ensure the safety of the entire crew in light of that
troubling comment. Leadership cannot assume a cavalier or complacent attitude toward
anonymous complaints and assume they are not valid simply because the unit is in a
challenging shipyard environment. The exercise of intrusive leadership, using all of its
leadership tools, to include the CRT and eMHP, could have been more effective in assessing
its Sailors’ challenges.

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o Recommendation 5.1.1. I direct COMSUBPAC to evaluate the command climate of
USS COLUMBIA and the effectiveness of the command triad, as well as CSS-7 oversight
of subordinate units’ command climate assessments. Take action as deemed appropriate.
Report completion no later than 15 June 2020.
o Recommendation 5.1.2. I recommend that VCNO direct OPNAV N17, in coordination
with Type Commanders, to identify approaches to improving crew morale and command
climate for units in an industrial environment.
o ADD Recommendation 5.1.3. I direct COMSUBPAC to require USS COLUMBIA
command triad to engage with the entire USS COLUMBIA crew to ensure their safety in
light of the anonymous DEOCS comment and survey responses regarding suicidal
thoughts. Report completion no later than 15 May 2020.



Finding 5.2. Lack of coordination and communication between the command and the
medical department representative (MDR) resulted in a general lack of awareness regarding
Romero’s mental health situation. This lack of information sharing contributed to a failure in
oversight and poor decision making within the chain of command.
o Recommendation 5.2.1. I recommend that VCNO direct COMUSFLTFORCOM to
require that COMSUBFOR, in aligning eMHP practice to increase information sharing
with the chain of command, take action to increase communication and collaboration
across the submarine force concerning mental health.
o ADD Recommendation 5.2.2. I direct COMSUBPAC to determine whether the MDR
failed to properly execute his duties when he conducted Romero’s PHA/MHA without
reviewing Romero’s medical record, and if so, take any accountability action as
appropriate. Report completion no later than 15 June 2020.



Finding 5.3. Command Resiliency Teams (CRT) and the Expanded Operational Stress
Control Program (E-OSC) should take a more active role in promoting healthy command
climates and Sailor well-being. There is potential benefit to expanding the resources available
to these programs and to incorporate primary prevention principles and human factors, while
also tailoring them to respective communities and their commands structure. This may lead to
enhanced support for Sailors, contributing to their overall well-being, and preparing them for
the mission.
o Recommendations 5.3.1. I recommend that VCNO direct OPNAV N17, in coordination
with Echelon 2 Commanders, to revise the E-OSC training plan to incorporate leadership
resources in addition to CCSs and CMEO Managers.
o Recommendation 5.3.2. I recommend that VCNO direct OPNAV N17 to update the
CRT instruction and CRT guide to incorporate guidance on primary prevention principles
and human factors.
o Recommendation 5.3.3. I recommend that VCNO direct OPNAV N17 to develop CRT
training for command leadership and Sailor development schools that is tailorable to
platforms and across command environments.

8. Chapter 6 (Personnel Security Program (PSP) and Insider Threat Program (ITP)). I concur
with the findings, opinions, and recommendations in Chapter 6 as modified below.

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Finding 6.1. Security officials complied with PSP policies during Romero’s recruitment,
training, and initial adjudication for his clearance. There was nothing in Romero’s
background to indicate that he would become an insider threat.
o Recommendation 6.1.1. I recommend that VCNO refer Romero’s initial clearance
adjudication to DoD CAF for audit and to determine whether revising adjudicative
guidelines and clearance procedures is warranted.
o Recommendation 6.1.2. I recommend that VCNO direct Naval Education and Training
Command, in coordination with BUMED, identify areas of improvement to mental health
screening procedures at Recruit Training Command and accession training in light of the
findings of this investigation.



Finding 6.2. Romero’s behavior did not necessarily rise to the level of reportable behavior
pursuant to SECNAV M-5510.30. However, this incident should be considered as a case
study for process improvements, especially now that the DON’s Insider Threat Hub is
operational.
o Recommendation 6.2.1. I recommend that VCNO refer this incident to DoD CAF as a
case study to evaluate Continuous Evaluation Program reporting thresholds. In so doing, I
recommend that DoD CAF further define the catch-all category (“any other behaviors
which appear to be abnormal and indicate impaired judgment, reliability, or maturity”), or
provide illustrative examples through amplifying guidance and training to aid unit-level
decision-making.



Finding 6.3. Romero obviously constituted an insider threat even though he had no known
history of violent behavior or of threatening violent behavior. The questionable behaviors he
did exhibit are now being looked at through a lens for someone who committed a heinous
crime. I strongly agree with Opinion 6.3.1 that no one could have reasonably predicted that
Romero would shoot three civilian personnel and himself. However, I do not fully concur
with Opinion 6.3.4. While a few of Romero’s shipmates provided some anecdotal examples
of his concerning behavior, his chain of command already had direct knowledge of the risk
indicators based on their positions of responsibility over Romero. For instance, Romero’s
Chief was aware of his eMHP counseling, recognized that he was shutting down more than
usual, and the Chief’s Mess and XO saw first-hand how emotional he was at DRB and XOI.
His chain of command knew that he did not pass his advancement exam. They knew that he
had been sent back after a curtailed TAD period on USS CHICAGO due to failure to progress
in his qualifications. While reporting questionable behavior is always a prudent course of
action, the chain of command had more than enough information to be concerned with
providing support for the obviously troubled Romero. Opinion 6.3.4 is hereby modified to
state “If shipmates had reported Romero’s questionable behavior and the chain of command
had been more involved, then the aggregate of these risk factors may have prompted the
command to rescreen Romero for armed watchstanding.”
o Recommendation 6.3.1. I recommend that VCNO refer this incident to the DON Insider
Threat Hub, in coordination Echelon 2 Commanders, to use as a case study in developing
fleet reporting procedures as the DON Insider Threat Hub works toward full operational
capability.

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o Recommendation 6.3.2. I recommend that VCNO refer this incident, including the
identified insider threat indicators, to NCIS for incorporation into future DON Insider
Threat Training.
o Recommendation 6.3.3. I recommend that VCNO refer this incident to DON Insider
Threat Hub to consider use of the E-OSC program and CRTs when implementing PARlike capabilities at the installation and organization level.

9. Chapter 7 (Force Protection). I concur with the findings, opinions and recommendations in
Chapter 7 as modified below.


Finding 7.1. The PHNSY Anti-Terrorism (AT) plan does not include Active Shooter PPRs.
Despite watchstanders and Joint Base Pearl Harbor Hickam (JBPHH) Naval Security Forces
(NSF) carrying weapons, PHNSY lacks a sufficient AT plan. PPRs and security deconfliction procedures for the Controlled Industrial Area (CIA) would reduce risk while
improving the effectiveness of responses to an active shooter incident.
o Recommendation 7.1.1. I recommend that VCNO direct COMNAVSEASYSCOM to
require PHNSY, in coordination with Type Commanders and JBPHH NSF, to develop
active shooter PPRs and security de-confliction procedures for the CIA.
o Recommendation 7.1.2. I recommend that VCNO direct COMNAVSEASYSCOM to
require PHNSY, in coordination with Type Commanders and JBPHH NSF, to conduct
routine coordinated training within the CIA that includes active shooter responses and
security de-confliction procedures.
o Recommendation 7.1.3. I recommend that VCNO direct Echelon 2 Commanders to
require that all subordinate commands have active shooter PPRs and security deconfliction procedures in their AT plans, and that the tenant AT plans be submitted to the
respective installation for nesting under the base AT plan.



Finding 7.2. There was a lack of coordinated training amongst PHNSY, JBPHH NSF, and
afloat units in the CIA. Both PHNSY and USS COLUMBIA were noncompliant with
COMSUBPACINST 4790.2B (Standard Work Practices for Performance of Repairs,
Alterations and Maintenance on Pacific Fleet Submarines), and the training requirement.1
Coordinated training might have prevented confusion about security responsibilities. Tighter
coordination and communication are essential to improve response capabilities.
o Recommendation 7.2.1. I direct that Commander, Navy Region Hawaii (CNRH)
implement a routine coordinated training plan for tenant commands, including PHNSY
and afloat units, to participate in local FP exercises. Provide a completed plan no later
than 15 June 2020.
o Recommendation 7.2.2. I recommend that VCNO direct COMNAVSEASYSCOM to
coordinate with Type Commanders to assess whether its shipyards are completing
coordinated training with afloat units.
o Recommendation 7.2.3. I direct COMSUBPAC, in coordination with PHNSY and Puget
Sound Naval Shipyard, to issue necessary local guidance on Standard Work Practice
requirements in light of the cancelation of COMSUBPACINST 4790.2B. Report
completion no later than 15 June 2020.

1

This instruction was canceled in December 2019.

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o Recommendation 7.2.4. I recommend that VCNO direct Echelon 2 Commanders to
renew the Naval Shipyard Installation MOA and add a section delineating training
responsibilities.



Finding 7.3. PHNSY does not conduct required Antiterrorism Working Group (ATWG),
Threat Working Group (TWG), or Antiterrorism Executive Council (ATEC) meetings.
PHNSY is required to come into compliance with the PACFLT requirement for ATWGs,
TWGs, and ATECs immediately.
o Recommendation 7.3.1. I recommend that VCNO direct COMNAVSEASYSCOM to
ensure that PHNSY conducts Antiterrorism Working Group (ATWG), Threat Working
Group (TWG), and Antiterrorism Executive Council (ATEC) meetings as required.
o Recommendation 7.3.2. I recommend that VCNO direct COMNAVSEASYSCOM to
verify that all shipyards are conducting ATWG, TWG, and ATEC meetings as required by
OPNAVINST F3300.53C and applicable Fleet Commander guidance.



Finding 7.4. PHNSY did not conduct required Random Antiterrorism Measure (RAM)
inspections. Conducting required inspections increases preparedness and responsiveness.
Failing to follow requirements leads to complacency, which leads to vulnerability in force
protection. This is unacceptable.
o Recommendation 7.4.1. I direct CNRH to implement measures to support PHNSY in
developing a RAM inspection program within the CIA. Report completion no later than
15 June 2020.
o Recommendation 7.4.2. I recommend that VCNO direct COMNAVSEASYSCOM to
verify that all shipyards under their responsibility have RAM inspection programs that
include NSF support within the CIA.



Finding 7.5. USS COLUMBIA’s Topside Roving Patrol conducts armed watchstander
responsibilities as delineated in Submarine Organization and Regulations Manual. The
Topside Roving Patrol reports to the Petty Officer of the Deck, who is also armed. In dry
dock, access to the submarine is controlled by two outer layers of security: the outermost
layer is the armed security at entry control point (ECP) onto JBPHH; the next layer is armed
ECP to the CIA, also controlled by JBPHH NSF; and finally, the Petty Officer of the Deck
controls access onto the submarine. In addition to that, the Topside Roving Patrol on USS
COLUMBIA conducts a continuous security patrol on the exclusion area in the vicinity of the
submarine.
o Recommendation 7.5.1. I recommend that VCNO direct Echelon 2 Commanders, in
conjunction with NAVSEA 08 and Type Commanders, to review and assess armed
watchstanding requirements for afloat units, with particular attention to units with nuclear
reactors, to determine the appropriate level of security watch that is required across
varying levels of force protection conditions.
o Recommendation 7.5.2. I recommend that VCNO direct Echelon 2 Commanders to refer
any armed watchstanding requirements developed in Recommendation 7.5.1 to the Type
Commanders to promulgate guidance clearly delineating AT duties and responsibilities of
armed watches across different environments, including the CIA, pier, and dry dock areas.

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10. Chapter 8 (Incident Response and Emergency Management). I concur with the findings,
opinions, and recommendations in Chapter 8 as modified below.


Finding 8.1. I commend the actions of all the emergency response personnel and
organizations who promptly responded to the scene of the incident. JBPHH NSF responded
to the incident within one minute. NCIS and HPD also responded to the scene without report
or request for support. The proactive response by all the law enforcement organizations
involved was impressive and would have prevented further loss of lives had a more robust
response been required. One area identified for improvement was coordination and
communication by JBPHH NSF. While NSF and other law enforcement organizations have
integrated radio capability, JBPHH NSF did not communicate with outside law enforcement.
Such coordination would be key to an effective response for any incidents requiring a
coordinated response in the future.
o Recommendation 8.1.1. I direct CNRH to review current mutual aid agreements with
HPD and develop training scenarios to test interagency communication plans. Conclude a
mutual aid agreement with HPD that addresses specific communication, coordination, and
training procedures for general law enforcement response to incidents of mutual concern
and incorporate those procedures into a training plan. Report completion no later than 30
September 2020.
o Recommendation 8.1.2. I recommend that VCNO direct Commander, Naval
Installations Command (CNIC) to assess the adequacy of mutual aid agreements of all
installation communication plans with local law enforcements. Fort Hood and
Washington Navy Yard investigations noted similar coordination issues.



Finding 8.2. Navy TTPs and local JBPHH PPRs do not specifically address certain actions,
such as use of physical restraints, personnel evacuation, or building clearance procedures in
the context of an active shooter incident. This leads to a lack of uniformity in response and
can contribute to confusion in an already chaotic and emotional situation. The need for more
comprehensive TTPS and PPRs requires further evaluation.
o Recommendation 8.2.1. I direct CNRH to ensure that JBPHH NSF conduct local
training on building clearance, physical restraint, and evacuation procedures for active
shooter incidents. Report completion no later than 30 June 2020.
o Recommendation 8.2.2. I recommend that VCNO direct OPNAV N4, in coordination
with USFLTFORCOM and Naval Warfare Development Command, to improve NTTPs
consistent with partner law enforcement TTPs in the context of active shooter incidents.
o Recommendation 8.2.3. I recommend that VCNO direct CNIC to require Region and
Installation Commanders to train on building clearance, physical restraint, and evacuation
procedures for active shooter incidents.



Finding 8.3. JBPHH NSF and supporting law enforcement agencies could not access all
locked spaces to clear building and secure the shooting scene. The lack of access procedures
can lead to safety and security vulnerabilities and an increased risk to personnel and first
responders. Access procedures require further examination.
o Recommendations 8.3.1 and 8.3.2 are combined. I recommend VCNO direct Echelon 2
Commanders to ensure that all subordinate commands to revise access procedures in their
physical security plan for first responders to have access to locked buildings and restricted

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areas in active shooter and other emergency situations. This plan should include
debriefing any first responders who enter restricted areas.



Finding 8.4. Federal Fire Department (FFD) Advanced Life Support units responded within
the required seven minutes upon receiving the report of an active shooter, which is within the
standard response time. Improvements to response procedures might be developed from
lessons learned from this incident, including the need to designate entry and egress gates.
o Recommendation 8.4.1. I recommend that VCNO direct CNIC to incorporate FFD
lessons learned from this incident, including specifying entry and egress gates for off-base
emergency response, into coordinated training with local law enforcement and emergency
medical providers.



Finding 8.5. USS COLUMBIA’s Petty Officer of the Deck (POOD) responded as trained to
the active shooter incident. However, USS COLUMBIA’s standard casualty procedure did
not account for an active shooter on the pier with personnel responding from the berthing
barge. There was also some confusion when the POOD announced, “shots fired,” as some of
the crew thought they needed to respond to an actual fire. This miscommunication could have
led to additional casualties.
o Recommendation 8.5.1. I recommend that VCNO direct Echelon 2 Commanders require
Type Commanders, in coordination with CNIC, add guidance to address an active shooter
to casualty response procedures.



Finding 8.6. The CNRH Regional Dispatch Center and JBPHH Emergency Operations
Center did not send the initial mass notification lockdown messages within 2 minutes of
incident notification and verification as required. The Mass Warning Notification (MWN)
System must reach a target audience of 90 percent or more with specific protective action
recommendations and 100 percent of assigned Emergency Management Resources. Within
one hour, MWN systems should reach 100 percent of the protected population. Timelines
were not met and the AtHoc and Giant Voice systems failed to reach 100 percent of the
protected population. This is unacceptable. Critical information and protective action
recommendations failed to reach many personnel on the installation. The MWN system can
save lies when used correctly. However, failure to execute this system properly leaves our
protected population vulnerable.
o Recommendation 8.6.1. I direct CNRH and JBPHH to conduct an immediate review of
the incident response and MWNs. Implement routine training on MWN to the continuing
training program for bases and the region. Report completion no later than 30 June 2020.
o Recommendations 8.6.2. I recommend that VCNO direct CNIC, in coordination with
Naval Information Warfare Center (NIWC), to improve technical capabilities in MWN
systems and SOPs to reduce the risk of human error.
o Recommendation 8.6.3. I recommend that VCNO direct COMNAVSEASYSCOM, in
coordination with CNIC, to develop and implement visual and voice mass notification
systems for shipyard environments.
o Recommendation 8.6.4. I recommend that VCNO direct CNIC to develop distinctive
tone-based signal or other means to alert personnel of lockdown procedures more
effectively.

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Finding 8.7. The Navy’s AtHoc system is not interoperable with the Air Force AtHoc
system, which is six generations and software updates ahead of the Navy.
o Recommendations 8.7.1. I recommend that VCNO direct NIWC to complete the AtHoc
Connect upgrade to enable Navy and Air Force interoperability and ensure the system
performs as required during installation exercises where AtHoc messages are sent
installation-wide.
o Recommendation 8.7.2. I recommend that VCNO direct OPNAV N2/N6 to share the
results of this investigation report related to interoperability of Navy and Air Force
systems with the appropriate Air Force code.
o ADD Recommendation 8.7.3. I recommend that VCNO direct OPNAV N4 to prioritize
modernization and sustainment funding for MWN systems.



Finding 8.8. The lockdown that followed the shooting prevented required personnel from
accessing the JBPHH Emergency Operations Center (EOC) during the incident. Because
JBPHH EOC personnel are not first responders, they are subject to lockdown procedures.
o Recommendation 8.8.1. I direct CNRH to require JBPHH to revise EOC activation
procedures to account for base lockdowns and to conduct an unannounced drill to validate
that the EOC can attain necessary manning levels within required time limits during a
base lockdown. Report completion no later than 31 July 2020.
o Recommendation 8.8.2. I recommend that VCNO direct CNIC to require all region and
installation commanders to review and revise ROC and EOC standard operating
procedures to account for base lockdown impacts on EOC activation.



Finding 8.9. The industrial shipyard environment presents circumstances not addressed in
COMNAVSEASYSCOM and CNIC active shooter training. Because of the shipyard’s
unique challenges, active shooter training should be adapted for type of environment and other
outdoor scenarios.
o Recommendation 8.9.1. I recommend that VCNO direct COMNAVSEASYSCOM, in
coordination with CNIC, develop active shooter exercises for naval shipyards that cover
outdoor active shooter scenarios suited to local conditions and lockdown procedures.
o Recommendation 8.9.2. I recommend that VCNO direct CNIC and
COMNAVSEASYSCOM to revise active shooter training to include additional scenarios
and lessons learned identified in this incident.

11. Chapter 9 (Post-Incident Response). I concur with the findings, opinions, and
recommendations in Chapter 9 as modified below.


Finding 9.1. Civilian Benefits Center (CBC) personnel provided timely support to the
victim’s families after the incident. Casualty Assistance Calls Officers (CACO) are also
required to coordinate actions with CBCs in the event of a civilian death, but there is no
procedure for such coordination. I directed CACO support be provided to victims’ families
but the lack of CBC policy to delineate coordination procedures caused confusion and delay in
providing more effective casualty support to families. The Fort Hood and Washington Navy
Yard shooting investigations identified gaps in policy between military and civilian personnel
casualty matters, yet they remain. Rather than push for CACOs to be inserted into the CBC

12

 Subj:

INVESTIGATION INTO THE FATAL SHOOTING INCIDENT ON PEARL HARBOR
NAVAL SHIPYARD ON 4 DECEMBER 2019
procedure, more resources should be made available to ensure that CBC personnel can deliver
the level of support that CACOs provide for military casualties.
o Recommendation 9.1.1. I recommend that VCNO refer this finding to DON Office of
Civilian Human Resources (OCHR) to review CBC policy and manning to ensure
delivery timely and comprehensive support to victims’ families when providing casualty
support for DON civilian deaths.



Finding 9.2. Next of kin (NOK) information was not available in the official civilian
personnel records system and contributed to a delay in casualty support. While DON policy
does not require NOK information for official personnel files for civilian employees, policies
require further review to determine best practices.
o Recommendations 9.2.1. I recommend that VCNO refer this finding to DON OCHR to
develop and implement policy requiring DON civilian employees to provide NOK
information for official personnel records and to verify such information annually.
o Recommendation 9.2.2. I recommend that VCNO refer this finding to DON OCHR for
coordination with DoD and the Office of Personnel Management to evaluate the multiple
personnel tracking systems such as DCPDS, TWMS, and NFAAS to determine whether
consolidation into a single system or sharing of information across these systems is
appropriate and/or feasible.



Finding 9.3. The Navy provided timely and effective support to victims, families, and other
civilian employees regarding death and injury compensation claims.
o Recommendation 9.3.1. I direct that PACFLT HRO provide lessons learned and
materials prepared in response to this incident to DON OCHR for compilation and sharing
with the DON human resources community. Report completion no later than 30 June
2020.



Finding 9.4. While counseling support programs provided effective counseling to civilians,
active duty personnel and families, some support programs had to increase services to offset a
lack of Civilian Employee Assistance Program (CEAP) resources. The lack of coordination
and communication affected delivery of counseling support. CEAP did not have sufficient
counseling support immediately after the shooting and additional CEAP augments did not
arrive until the week of 16 December 2019. Additionally, due to a lack of coordination,
HROs and JBPHH did not provide timely and accurate information about counseling support
services.
o Recommendation 9.4.1. I recommend that VCNO refer this finding to DON OCHR to
review CEAP contracts to ensure adequate counseling support, including crisis
management and the ability to surge additional support following major incidents such as
active shooter or mass casualties.
o Recommendation 9.4.2. I recommend that VCNO direct CNIC to develop policy that
designates an official to lead coordination of counseling support services throughout Navy
regions following major incidents.
o Recommendation 9.4.3. I direct that CNRH ensure that the JBPHH EFAC Director
complies with requirements to establish and implement staffing, training, and recall plans
in accordance with EFAC guidance. Report completion no later than 30 June 2020.

13

   COMMAND INVESTIGATION REPORT

PEARL HARBOR NAVAL SHIPYARD
SHOOTING OF DECEMBER 4, 2019

March 12, 2020

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 Table of Contents
Table of Contents ..................................................................................................... i
Executive Summary ............................................................................................... iv
Findings ........................................................................................................................... v
Opinions.......................................................................................................................... ix
Recommendations ........................................................................................................... x
Accountability ............................................................................................................... xii

Chapter 1 – Introduction.........................................................................................1
Scope of Investigation ..................................................................................................... 2
Methodology.................................................................................................................... 3
Report Organization ........................................................................................................ 4
Background ...................................................................................................................... 5
Pertinent Chains of Command and TACON for FP ........................................................ 8
Description of the Insider Threat Program ...................................................................... 8

Chapter 2 – Sequence of Events ...........................................................................11
Romero’s Background ................................................................................................... 11
Events of December 4, 2019 ......................................................................................... 17
Post-Incident Response.................................................................................................. 23

Chapter 3 – Embedded Mental Health Program................................................28
Regulatory Background ................................................................................................. 28
Findings-Opinions-Recommendations .......................................................................... 30

Chapter 4 – Arms, Ammunition, & Explosives Program ..................................44
Regulatory Background ................................................................................................. 44
Findings-Opinions-Recommendations .......................................................................... 45
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 Chapter 5 – USS COLUMBIA Command Climate ............................................55
Regulatory Background ................................................................................................. 55
Findings-Opinions-Recommendations .......................................................................... 56

Chapter 6 – Personnel Security Program and Insider Threat Program ..........67
Regulatory Background ................................................................................................. 67
Findings-Opinions-Recommendations .......................................................................... 68

Chapter 7 – Force Protection ................................................................................79
Regulatory Background ................................................................................................. 80
Findings-Opinions-Recommendations .......................................................................... 82

Chapter 8 – Incident Response & Emergency Management .............................90
Regulatory Background ................................................................................................. 91
Findings-Opinions-Recommendations .......................................................................... 92

Chapter 9 – Post-Incident Response ..................................................................107
Regulatory Background ............................................................................................... 107
Findings-Opinions-Recommendations ........................................................................ 109

Chapter 10 – Opinions and Recommendations.................................................122
Opinions....................................................................................................................... 122
Recommendations ....................................................................................................... 123
Accountability ............................................................................................................. 126

Appendix A – Table of Findings-Opinions-Recommendations ...................... A-1
Appendix B – Command Investigation Team ...................................................B-1
Appendix C – Timeline of Events ...................................................................... C-1
Appendix D – Evidence in Support of Report
(This appendix can be viewed by accessing the enclosed CD-ROMs)

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 Executive Summary
Machinist Mate Auxiliary Fireman Gabriel A. Romero, a 22-year-old active-duty Sailor
assigned to the Fast Attack Submarine USS COLUMBIA (SSN 771), reported at 1404 on
December 4, 2019, for duty as the Topside Roving Patrol. USS COLUMBIA was in Dry
Dock 2 inside the Controlled Industrial Area (CIA) at Pearl Harbor Naval Shipyard
(PHNSY) on Joint Base Pearl Harbor-Hickam (JBPHH). The Sailor who Romero
relieved described the watch turnover, and Romero, as ordinary. Standing just outside
the Casualty Control (CASCON) shack on the port side of Dry Dock 2, the two
exchanged the standard words “I am ready to relieve you” and “I am ready to be
relieved.” Romero took possession of the M-4 rifle with 90 rounds of ammunition and
M-9 pistol with 45 rounds of ammunition and made required entries in the duty logbook.
Before Romero began his first roving patrol, he said “I’ll be back” to the Petty Officer of
the Deck, the second of two armed topside watchstanders on USS COLUMBIA, and
proceeded to walk from the CASCON shack around Dry Dock 2 from port to starboard.
Around the same time, three PHNSY civilian employees who had been working on USS
COLUMBIA earlier in the day left their workstations in a trailer between Dry Docks 2
and 3. They began walking along the starboard side of Dry Dock 2. Romero turned
around on the starboard side of Dry Dock 2 before he had circulated the entire dry dock
and approached the three civilian employees from behind. The Petty Officer of the Deck
observed Romero chamber a round, raise his M-4 rifle, and begin firing at the civilians.
The three civilians fell to the ground 15-20 feet in front of Romero at the head of Dry
Dock 2. While the victims lay on the ground, and before first responders were on the
scene, Romero used his M-9 pistol to shoot himself. Two of the victims succumbed to
their injuries and were declared deceased at local hospitals. The third victim was
transported to a local hospital and later released. Romero died at the scene. The shooting
only lasted a few seconds from beginning to end.
JBPHH Navy Security Forces (NSF) arrived at the scene within 1 minute and Federal
Fire Department (FFD) emergency medical services arrived within 6 minutes. Postincident response in terms of casualty assistance and counseling support was effective
with areas for improvement in coordination and communication.
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 On December 19, 2019, the Vice Chief of Naval Operations (VCNO) directed
Commander, U.S. Pacific Fleet (COMPACFLT) to convene this administrative
investigation into the facts and circumstances surrounding the fatal shooting incident. On
December 20, 2019, COMPACFLT appointed Rear Admiral Scott D. Jones as the
Investigating Officer to conduct an in-depth investigation into Romero’s background; the
command climate aboard USS COLUMBIA; force protection and emergency response
management; insider threat and active shooter training, drills, lockdown, and emergency
notifications; post-incident response; significant impacts to PHNSY personnel and their
workplace safety concerns; and armed watchstander qualifications and fitness to stand
armed watch. Rear Admiral Jones assembled a multidisciplinary investigation team
comprised of subject matter experts in mental health, force protection, shipyard
operations, command climate, casualty assistance, human resources, law, public affairs,
and submarine operations. The investigation team completed its work on March 12,
2020, after COMPACFLT granted an extension from the February 20, 2020 due date.
This report documents the team’s findings, opinions, and recommendations.

Findings
The cause of this incident is that Romero used a service-issued M-4 rifle to shoot three
civilian shipyard employees, killing two of them and seriously injuring the other before
shooting himself with a service-issued M-9 pistol. He constituted an insider threat. The
investigation team determined that Romero had long-developing problems that in
aggregate should have raised concerns about his mental condition, and his maturity,
stability, and dependability. If these risk factors would have been shared among medical
providers and the USS COLUMBIA chain of command before December 4, 2019, the
Navy may have interrupted the chain of events that led to this tragedy.
The findings in this report are grouped into two general categories depending on their
potential to prevent the PHNSY shooting incident on December 4, 2019: (1) Potential
contributing factors are those factors that may have interrupted the chain of events that
led to the PHNSY shooting incident; and (2) Noncontributing factors are those factors
that had no direct impact on the chain of events that led to the shooting incident but
should be addressed to improve readiness and safety.
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 Potential Contributing Factors
 A Submarine Embedded Mental Health Program (eMHP) provider underdiagnosed and did not properly manage Romero’s mental health condition during
eight visits to the eMHP Clinic in Pearl Harbor between September and November
2019. The eMHP provider only diagnosed “Phase of Life Problems” and
“Unspecified Problem Related to Unspecified Psychosocial Circumstances” when
Romero showed signs of an undiagnosed mental disorder that likely would have
disqualified him from submarine duty. Seven of Romero’s eight visits to the
eMHP Clinic were with the behavioral health technician, not the eMHP provider.
 Contrary to the Submarine Force eMHP instruction, the eMHP Clinic did not
present a unified plan among the chain of command, patient, and provider
regarding Romero’s mental health treatment. The eMHP Clinic staff’s broad
interpretation of Department of Defense (DoD) policy on confidentiality imposed
a barrier on information sharing and collaboration with the chain of command.
Information on Romero’s treatment may have led USS COLUMBIA’s chain of
command to question his fitness for duty and rescreen him for armed watch.
 Romero completed required arms screening in September 2018 and qualified to
stand the Topside Rover Patrol watch in December 2018. He completed required
annual rescreening in September 2019, but OPNAV Instruction 5530.13C also
requires rescreening “when circumstances indicate review would be prudent.” He
was not rescreened on that basis despite risk factors known to the Navy including
his mental health; his concern over his (b) (6) health issues; two single motor
vehicle accidents (motorcycle and car) within a year; general isolation from his
shipmates; delinquent qualifications; repeated counseling; a disciplinary review
board (DRB); a failure to advance to E-4; and an executive officer inquiry (XOI)
the day before the shooting. OPNAV Instruction 5530.13C and current training do
not provide amplifying guidance on when circumstances require rescreening.
 USS COLUMBIA’s chain of command and medical department representative
(MDR) did not share information regarding Romero’s disciplinary issues, medical
and mental condition, and family situation effectively. With information sharing
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 and collaboration on Romero’s long-developing problems, the chain of command
may have taken more intrusive actions to direct additional mental health
evaluation or remove Romero from armed watchstanding.
 Romero demonstrated potential risk indicators to shipmates that were not
significant enough to prompt reports through any established insider threat
reporting procedures or to law enforcement, but they should have been reported to
supervisors. These indicators included Romero complaining to a shipmate that he
was tired of work and people calling him stupid, punching a locker in anger, and
yelling at a shipmate when he suggested Romero seek counseling to deal with
stress. If shipmates would have reported these indicators to supervisors, the chain
of command may have aggregated them with other known risk factors to recognize
that circumstances warranted his rescreening for armed watchstanding.

Noncontributing Factors
 Security officials complied with Personnel Security Program policies in the initial
adjudication of Romero’s security clearance and in the continuous evaluation
program during his assignment on USS COLUMBIA. Further clarifying
definitions on general catch-all categories concerning judgment, reliability,
trustworthiness, and maturity as well as amplifying guidance through training
would aid unit-level decision-making in continuous evaluation program reporting.
 JBPHH NSF responded in 1 minute to the shooting scene, well within the
prescribed timeline of 15 minutes, but did not promptly establish radio
communications with other responding law enforcement organizations. The Naval
Criminal Investigative Service (NCIS) and the Honolulu Police Department
(HPD) responded quickly without a report or request for support from NSF.
 Commander, Navy Region Hawaii (CNRH) and HPD have a mutual aid
agreement on Special Weapons and Tactics (SWAT) and related support. HPD
and JBPHH do not have other written communication or coordination procedures
for law enforcement responses to incidents of mutual concern.
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  Navy tactics, techniques, and procedures (NTTP) and local JBPHH pre-planned
responses (PPRs) do not specifically address physical restraints, evacuation of
personnel, or building clearance procedures in the context of an active shooter
incident. Two NSF personnel initially used flex cuffs and duct tape to temporarily
control personnel during building clearance. NSF and supporting law enforcement
agencies also conducted building clearance procedures differently.
 The PHNSY Security Program lacks an active shooter PPR, and security training
has not occurred among shipyard, base security, and afloat units in the shipyard’s
CIA. The lack of coordinated training increased risk to first responders.
 The CNRH Regional Dispatch Center (RDC) sent an Automatic Target Hand-Off
Correlator (AtHoc) lockdown alert message to shipyard personnel within 6
minutes of the PHNSY Emergency Management Officer’s direction to send the
lockdown message and 11 minutes after JBPHH NSF arrived on scene. This was
not within the prescribed 2 minute timeline. The JBPHH Emergency Operations
Center (EOC) did not send out a mass warning notification to the surrounding area
on the AtHoc alert system because of human error.
 JBPHH EOC announced lockdown procedures on the Giant Voice exterior speaker
system 17 minutes after JBPHH NSF arrived on scene. This was not within the
prescribed 2 minute timeline. The voice announcements on the Giant Voice
system were not easily understood.
 DoD and Navy policy lack adequate guidance concerning coordination between
Casualty Assistance Calls Officers (CACOs) and Civilian Benefits Center (CBC)
personnel when CACOs are assigned to assist in civilian casualty support.
 Department of the Navy (DON) Office of Civilian Human Resources (OCHR)
policy does not adequately delineate roles and responsibilities concerning delivery
and coordination of post-traumatic event counseling support.

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  The PHNSY workforce has significant concerns for workplace safety resulting
from this incident. These concerns primarily relate to the level of preparedness in
the future and to lack of communication.

Opinions
Based on the findings, four main opinions inform the recommendations in this report:
Opinion 1: The evidence does not establish with certainty why Romero chose to shoot
three civilians and kill himself, but it does show that he had several stressors in his life in
the months leading up to the shooting that, when taken together, likely led him to choose
violence. No effective formula exists to predict violent behavior with any level of
accuracy. Amplifying guidance and training in arms, ammunition, and explosives
(AA&E) rescreening standards may have prompted Romero’s rescreening based on the
risk factors known to the Navy before the December 4, 2019 shooting incident.
Opinion 2: The Submarine eMHP is a valuable program that enhances the readiness of
the submarine force through early intervention and prevention. However, a review of
Romero’s care and eMHP Clinic diagnostic data indicate a potential pattern of underdiagnosis to maintain patients on submarine duty.
Opinion 3: The DoD policy on confidentiality is central to removing the stigma of
seeking mental health treatment and building trust between medical providers and
patients. However, the chain of command is also central to ensuring the resilience and
well-being of Sailors, unit mission readiness, and warfighting effectiveness. A better
balance must be achieved between confidentiality and sharing information to improve
care, and ensure that high-risk personnel are identified and appropriately monitored,
especially where Sailors are given access to means that can kill or cause serious injury.
Opinion 4: DoD and DON insider threat programs and training have developed in recent
years in part as a result of lessons learned from the tragic shootings at Fort Hood and the
Washington Navy Yard. This incident demonstrates more work is required in some
areas. These areas include increased information sharing, and incorporating prevention

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 principles and human factor assessments into programs, policies, and procedures, such as
arms, ammunition, and explosives (AA&E) screening and Sailor resilience programs.

Recommendations
Potential Contributing factors. The primary recommendations concerning potential
contributing factors in this incident include the following:
 Bureau of Medicine and Surgery (BUMED), in coordination with Type Commanders,
conduct a comprehensive review of the eMHP to determine if there is a pattern of
under-diagnosis and to clarify the proper role and scope of practice of behavioral
health technicians. The review should also include manning, patient/provider ratios,
facilities, and reporting tripwires to commands.
 Commander Submarine Forces, in coordination with BUMED, align eMHP practice
to comply with the existing instruction to present a unified plan among the chain of
command, patient, and provider. Use informed consent with patients to share
information and improve care, and as necessary, disclose information to commanders
through existing exceptions to DoD policy on confidentiality—specifically, the harm
to mission, special personnel, or other special circumstances exceptions.
 OPNAV N4 revise AA&E policy, procedures, and training requirements on screening
and rescreening to clarify vague standards, and incorporate prevention principles,
human factor assessments, and tripwires. Mental health treatment without a diagnosis
should not be a tripwire by itself but should be considered a tripwire for rescreening if
present with other factors, such as continuing poor performance, disciplinary actions,
or family issues that raise concerns about maturity, stability, or dependability.
 In combination with aligning eMHP practice to increase information sharing with the
chain of command, Commander Submarine Forces take action as appropriate to
increase communication and collaboration across the submarine force concerning
mental health.

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  OPNAV N17 expedite and fully resource changes to the Expanded Operational Stress
Control (E-OSC) Program, including incorporation of primary prevention principles
and human factors into Command Resilience Team (CRT) efforts to promote healthy
command climates and well-being.
 Director, Navy Staff (DNS), in coordination with DON Insider Threat Hub, use this
incident as a case study when developing fleet reporting procedures to the DON
Insider Threat Hub as it works toward full operational capability. Consider use of the
E-OSC program and CRTs when implementing Prevention, Assistance and Response
(PAR) or PAR-like capabilities at the installation and organization-level.

Noncontributing Factors. The primary recommendations concerning noncontributing
factors in this incident include the following:
 DoD Consolidated Adjudications Facility (DoD CAF) use this incident as a case study
to evaluate continuous evaluation reporting thresholds. Further define catch-all
categories on judgment, trustworthiness, reliability, and maturity as well as provide
illustrative examples through amplifying guidance and training to aid unit-level
decision-making in continuous evaluation reporting.
 Naval Education and Training Command (NETC), in coordination with BUMED,
review this report to identify potential improvements to mental health screening
procedures in recruit training and accession training.
 CNRH enter into a comprehensive mutual aid agreement with HPD that addresses
local communication, coordination, and training procedures. Commander, Naval
Installations Command (CNIC) assess adequacy of mutual aid agreements with local
law enforcement at other installations.
 OPNAV N4, in coordination with Commander, U.S. Fleet Forces Command (CUSFF)
and Naval Warfare Development Command, revise NTTPs and training on building
clearance, physical restraints, and evacuation procedures in active shooter incidents.

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  Echelon 2 Commanders ensure that all subordinate commands have active shooter
PPRs and security de-confliction procedures in Antiterrorism Plans.
 Commander Submarine Forces, in coordination with pertinent Echelon 2
Commanders, assess whether armed watchstanding requirements inside CIAs can be
modified in some Force Protection conditions.
 CNIC improve technical capabilities of mass notification systems (AtHoc and Giant
Voice) and revise operating procedures to reduce the probability of human error.
 DON OCHR, in coordination with OPNAV N1, revise CBC policy to incorporate
coordination procedures between CACOs and CBC personnel when CACOs provide
casualty support after civilian deaths.
 CNIC develop policy that designates an official (e.g., Region Director, Total Force
Manpower Management (N1)) to take lead on coordinating counseling support
services throughout Navy regions following major incidents.
 CNIC lead a multi-disciplinary team to include subject matter experts in command
leadership, human resources, law enforcement, counseling support, religious support,
law, and public affairs to develop policy guidance and best practices regarding
effective communications to impacted workforce after major incidents.
 PHNSY, in coordination with Commander, Naval Sea Systems Command
(COMNAVSEASYSCOM), increase communication with the shipyard workforce
concerning the steps being taken to review programs, policies, and procedures, and to
improve readiness and safety as a result of this incident.

Accountability
Recommend COMPACFLT forward this report to responsible commands for further
investigation and appropriate action as set forth in Chapter 10.

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 Chapter 1 - Introduction
Machinist Mate Auxiliary Fireman (MMAFN) Gabriel A. Romero, a 22-year-old activeduty Sailor assigned to the Fast Attack Submarine USS COLUMBIA (SSN 771),
reported at 1404 on December 4, 2019, for duty as the Topside Roving Patrol.1 USS
COLUMBIA was in Dry Dock 2 inside the Controlled Industrial Area (CIA) at Pearl
Harbor Naval Shipyard (PHNSY) on Joint Base Pearl Harbor-Hickam (JBPHH).2 The
Sailor who Romero relieved described the Topside Roving Patrol watch turnover, and
Romero, as ordinary.3 Standing just outside the Casualty Control (CASCON) shack on
the port side of Dry Dock 2, the two exchanged the standard words “I am ready to relieve
you” and “I am ready to be relieved.”4 Romero took possession of the M-4 rifle with 90
rounds of ammunition and M-9 pistol with 45 rounds of ammunition and made required
entries in the duty logbook.5
Before Romero began his first roving patrol, he said “I’ll be back” to the Petty Officer of
the Deck, the second of two armed topside watchstanders on USS COLUMBIA, and
proceeded to walk from the CASCON shack around Dry Dock 2 from port to starboard.6
Around the same time, three PHNSY civilian employees who had been working on USS
COLUMBIA earlier in the day left their workstations in a trailer between Dry Docks 2
and 3.7 They walked along the starboard side of Dry Dock 2.8 Romero turned around on
the starboard side of Dry Dock 2 before he had circulated the entire dry dock, and he
approached the civilian employees from behind.9 The Petty Officer of the Deck observed
Romero chamber a round, raise his M-4 rifle, and begin firing at the civilians.10 The
three civilians fell to the ground 15-20 feet in front of Romero at the head of Dry Dock
2.11 While the victims lay on the ground, and before first responders were on the scene,
Romero used his M-9 pistol to shoot himself.12 Two of the victims succumbed to their
injuries and were declared deceased at local hospitals.13 A third victim was transported
to a local hospital and later released.14 Romero died at the scene.15 The shooting only
lasted a few seconds from beginning to end.16

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 Scope of Investigation
On December 19, 2019, the Vice Chief of Naval Operations (VCNO) directed
Commander, U.S. Pacific Fleet (COMPACFLT) to convene an investigation into the
facts and circumstances surrounding the PHNSY shooting incident.17 The VCNO
directed Commander, U.S. Fleet Forces Command (CUSFF) to convene a separate
investigation into the facts and circumstances surrounding the fatal shooting on
December 6, 2019, at Naval Air Station (NAS) Pensacola.18 The VCNO directed each of
these investigations to segregate recommendations into those issues within Navy control
and outside Navy control, provide detailed recommendations for action where
appropriate on areas within Navy control, and identify the lead agency with cognizance
over the issue identified on any areas outside Navy control.19 On December 20, 2019,
COMPACFLT appointed Rear Admiral (RADM) Scott D. Jones, USN, to conduct an indepth investigation into the facts and circumstances surrounding the PHNSY shooting
incident.20 Rear Admiral (RDML) Robert M. Gaucher, USN, was appointed as chief of
staff for the investigation.21 Per COMPACFLT’s direction, this investigation addresses
the following:22
 Background on MMAFN Gabriel A. Romero to include his military service
record, performance history, disciplinary record, as well as his criminal, medical
and mental health records, and any other indicators that he posed an insider threat,
to include whether such issues were known, or reasonably knowable, by the chain
of command.
 Command climate on USS COLUMBIA, along with any other factors that
contributed to that environment.
 The execution of and compliance with programs, policies, and procedures
pertaining to force protection and emergency response management by command
personnel, Navy Security Forces, local law enforcement, and first responders.
 The execution of and compliance with programs, policies, and procedures
pertaining to insider threat and active shooter training, drills, lockdown, and
emergency notifications.

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  The execution of post-incident response related to emergency medical care;
support to victims, survivors, and their families; mission continuity; and
communication.
 Significant impacts to personnel and their concerns for workplace safety resulting
from this incident to include recommendations for changes, if any, in programs,
policies, procedures or manning levels to improve physical security and
confidence in workplace security.
 The execution of and compliance with programs, policies, and procedures
pertaining to watchstander qualifications and fitness to stand an armed watch, as
well as supervision, vetting, and issuance of weapons.
In accordance with the convening order, this investigation also identifies and addresses
relevant deficiencies in applicable programs, policies, and procedures to ensure the safety
and well-being of uniformed and civilian personnel.

Methodology
RADM Jones assembled and led an investigation team of 22 Department of the Navy
(DON) military and civilian subject matter experts in mental health, force protection,
shipyard operations, command climate, casualty assistance, human resources, law, public
affairs and submarine operations.23 The investigation team conducted site visits, program
reviews, and interviews. The cooperation of several commands and organizations were
instrumental to the investigation team being able to conduct a thorough inquiry and
develop independent findings, opinions, and recommendations. These commands and
organizations included, but were not limited to, the Department of Defense Central
Adjudication Facility; DON Insider Threat Hub; OPNAV; U.S. Fleet Forces Command;
U.S. Pacific Fleet; Submarine Force, U.S. Pacific Fleet; Submarine Squadron SEVEN;
Naval Submarine Support Command Pearl Harbor; USS COLUMBIA; Navy Region
Hawaii; JBPHH; Naval Sea Systems Command; PHNSY; Naval Education and Training
Command; Bureau of Medicine and Surgery; Tripler Army Medical Center; the Naval
Criminal Investigative Service; and the Honolulu Police Department.
The investigation team used a multidisciplinary approach to investigate the facts and
circumstances surrounding the shooting incident. The team was grouped into four
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 smaller teams based on subject matter expertise. The Medical Team focused on
reviewing Romero’s medical history and medical treatment, and identifying any
indicators that he would harm others or himself. The Command Climate Team focused
on the command environment and related factors on USS COLUMBIA. The Force
Protection, Incident Response, and Emergency Management Team focused on armed
watchstander qualification and training, force protection measures, pre-planned
responses, and emergency management. The Shipyard Team focused on workplace
safety concerns at PHNSY and civilian support programs, policies, and procedures. The
investigation team completed its work on March 12, 2020, after COMPACFLT granted
an extension from the February 20, 2020 due date. This report documents the team’s
findings, opinions, and recommendations.

Report Organization
This report is organized into chapters that provide findings, opinions, and
recommendations concerning the subjects listed in the convening order. Chapter 2
provides a sequence of events, starting from Romero’s pre-service history through postincident response. Chapter 3 examines the Submarine Embedded Mental Health Program
(eMHP). Chapter 4 examines the Arms, Ammunition, and Explosives (AA&E) program
on USS COLUMBIA. Chapter 5 examines USS COLUMBIA’s command climate and
related factors. Chapter 6 examines the Personnel Security Program (PSP) and DON
Insider Threat Program (ITP) as applied to Romero. Chapter 7 examines force protection
for JBPHH, PHNSY, and USS COLUMBIA. Chapter 8 examines incident response and
emergency management. Chapter 9 examines post-incident response regarding casualty
assistance, employee support services, and PHNSY workplace safety concerns. Chapter
10 provides overarching opinions and recommendations. The appendices contain a
compilation of the specific findings, opinions, and recommendations (Appendix A); an
investigation team roster (Appendix B); a detailed timeline (Appendix C); and supporting
documentary evidence (Appendix D).
The findings, opinions, and recommendations of the investigation are in Chapters 3
through 10 of this report. The findings are grouped into two general categories –
potential contributing factors and noncontributing factors. Potential contributing
factors are those factors that may have interrupted the chain of events that led to the
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   The crew is comprised of approximately 150 officers and enlisted personnel.33 USS
COLUMBIA was built at Electric Boat in Groton, Connecticut, and commissioned in
1995.34 The submarine returned from a Western Pacific deployment in July 2018, its
tenth overall deployment and second deployment in 3 years, and entered Dry Dock 2 at
PHNSY in October 2018 for a Chief of Naval Operations (CNO) major maintenance
availability scheduled for completion in January 2021 (see Figures 1.3 and 1.4).35

Figure 1.3: USS COLUMBIA entering Dry Dock 2 at PHNSY. 36

Figure 1.4: USS COLUMBIA in Dry Dock 2.37

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 Pertinent Chains of Command and TACON for FP

Figure 1.5 TACON for FP

Description of the Insider Threat Program
In October 2011, Executive Order 13587 directed ITPs to be established across the
Executive Branch as a result of unauthorized disclosures of classified information that
damaged national security.38 The DON established the DON ITP in 2013.39 The Fiscal
Year 2017 National Defense Authorization Act (NDAA) expanded the insider threat
definition to include a threat presented by a person who has or once had authorized
access and who “commits a destructive act, which may include physical harm to another
in the workplace.”40
DON policy, as set forth in SECNAV Instruction 5510.37A, is “to establish an integrated
set of policies and procedures to deter, detect, and mitigate insider threats before damage
is done to national security, personnel, resources, or capabilities.”41 The DON Insider
Threat Hub achieved initial operating capability in October 2019 to serve as an
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 integrating capability to monitor and audit information for insider threat detection and
mitigation that is derived from the following areas: Antiterrorism/Force Protection
(AT/FP) risk management; Counterintelligence; civilian and military personnel
management; Cybersecurity (CS); Law Enforcement (LE); Security; Inspector General
(IG); the monitoring of user activity on classified DON information networks;
Prevention, Assistance, and Response (PAR) capabilities and framework; and continuous
evaluation and other sources to improve existing insider threat detection and mitigation
efforts.42
SECNAV Instruction 5510.37A, which entered into effect on October 28, 2019, assigns
responsibilities concerning, among other things, information sharing, training, and
reporting and response requirements, including implementation of PAR or PAR-like
capabilities.43 The PAR framework—which was established in February 2017 as part of
the final implementation actions on recommendations after the tragic 2009 Fort Hood
shooting—requires information sharing between installation and organizational
commanders and Department of Defense (DoD) component Insider Threat Hubs on
personnel at risk of potentially violent behavior.44 The PAR framework does not create
new capabilities but instead requires DoD components to use and synchronize existing
support functions to help personnel at risk of potentially violent behavior.45
1

NCIS Report of Investigation of 2 Jan 20, Exhibit 32, Enclosure B.
SI with ETR2 (b)(6)
of 22 Jan 20.
3
SI with MMA3 (b)(6)
of 13 Jan 20.
4
NCIS Report of Investigation of 2 Jan 20, Exhibit 5 ¶ 2.
5
Id.; NCIS Report of Investigation of 2 Jan 20, Exhibit 32, Enclosure B; NCIS Report of Investigation of 2 Jan 20,
Exhibit 3 ¶ 6.
6
SI with ETR2 (b)(6)
of 22 Jan 20; NCIS Report of Investigation of 2 Jan 20, Exhibit 5 ¶ 2.
7
NCIS Report of Investigation of 2 Jan 20, Exhibit 20 ¶ 4.
8
NCIS Report of Investigation of 2 Jan 20, Exhibit 61 ¶ 2.
9
SI with ETR2 (b)(6)
of 22 Jan 20 ¶ 3; NCIS Report of Investigation of 2 Jan 20, Exhibit 13 ¶ 2; NCIS
Report of Investigation of 2 Jan 20, Exhibit 21 ¶ 2.
10
SI with ETR2 (b)(6)
of 22 Jan 20 ¶ 3. Based on shell casings and weapon magazines recovered at the
scene, Romero fired eight (8) rounds with his M-4 rifle and three (3) rounds with his M-9 pistol. NCIS Report of
Investigation of 2 Jan 20, Exhibit 54 ¶ 26.
11
NCIS Report of Investigation of 2 Jan 20, Exhibit 16 ¶ 3.
12
SI with ETR2 (b)(6)
of 22 Jan 20.
13
NCIS Report of Investigation of 2 Jan 20, Exhibit 54 ¶ 1.
14
NCIS Report of Investigation of 2 Jan 20, Exhibit 61 ¶ 1.
15
NCIS Report of Investigation of 2 Jan 20, Exhibit 54 ¶ 20.
16
NCIS Report of Investigation of 2 Jan 20, Exhibit 74 ¶ 2; NCIS Report of Investigation of 2 Jan 20, Exhibit 75 ¶
2; NCIS Report of Investigation of 2 Jan 20, Exhibit 5 ¶ 4.
17
Vice Chief of Naval Operations Investigation Ltr of 19 Dec 19.
18
Id.
2

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 19

Id.
COMPACFLT Convening Order of 20 Dec 19.
21
Id.
22
Id.
23
Appendix B of this report.
24
CNIC Fact Sheet: Joint Base Pearl Harbor-Hickam last updated 26 Feb 15.
25
Id.
26
Google Maps Imagery of 4 Feb 20.
27
Naval Sea Systems Command, PHNSY & IMF Information Sheet.
https://www.navsea.navy mil/Home/Shipyards/PHNS-IMF/
28
PHNSY & IMF Map.
29
NAVSEA M-5510.2 § 6(a).
30
Id.
31
Id. at § 5(a).
32
Id.
33
USN Submarine Fact File last updated 26 Feb 19.
https://www.navy.mil/navydata/fact_display.asp?cid=4100&ct=4&tid=100.
34
COMSUBPAC “About USS Columbia.” https://www.csp.navy.mil/columbia/About/.
35
USS COLUMBIA (SSN 771) FY 19 Extended Overhaul Information Sheet.
36
Email from (b)(6)
to CDR (b)(6)
of 4 Feb 20.
37
Email from (b)(6)
to CDR (b)(6)
of 3 Feb 20.
38
Executive Order 13587 of 13 Oct 11.
39
SECNAV 5510.37 of 8 Aug 13 (Canceled); SECNAV 5510.37A.
40
National Defense Authorization Act for FY 2017, Subtitle F “Other Matters” § 951 ¶ (f)(b)(ii).
41
SECNAVINST 5510.37A ¶ 6.
42
Id. at ¶ 6(c); UNSECNAV Memo of 2 May 19.
43
SECNAVINST 5510.37A.
44
DEPSECDEF Memo of 2 Feb 17.
45
Id.
20

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 Chapter 2 – Sequence of Events
Romero’s Background
Machinist Mate Auxiliary Fireman (MMAFN) Gabriel A. Romero, age 22, was born on
April 4, 1997, at Oakwood Hospital in Dearborn, Michigan.1 After his (b) (6)
at age three, he was raised primarily by his mother along with two older brothers and a
younger sister.2 He attended three high schools in four years, Douglas MacArthur High
School, San Antonio, Texas; iSchool of Lewisville, Lewisville, Texas; and Woburn
Memorial High School, Woburn, Massachusetts, where he graduated in 2015.3 Romero
was challenged by academics but excelled at competitive hockey.4 After high school, he
played hockey in Casper, Wyoming, in a hockey association that develops young players
to play in college. When he became too old to play in the hockey association, he returned
to San Antonio where he enrolled in community college.5 He continued to struggle with
academics, and on November 17, 2017, he decided to enlist in the U.S. Navy.6

Pre-Service History
Romero had no documented mental or physical medical conditions before entering
military service.7 Although never medically treated, his mother reported that Romero
sustained recurring concussions without loss of consciousness while playing competitive
hockey.8 A review of his recruitment and service record revealed no waivers for any
criminal record, or drug, or alcohol abuse.9 He completed the Armed Services
Vocational Aptitude Battery (ASVAB) with a score of 51, and he was processed into
military service at the Military Entrance Processing Station (MEPS) in San Antonio,
Texas.10 The minimum ASVAB score required for enlistment in the active-duty Navy for
non-prior service applicants is 31.11 Romero initially applied to be a Steel Worker (SW),
but on December 4, 2017, he volunteered for submarine duty as a Machinist Mate
(MM).12 Romero had a full medical screening at MEPS and reported no preexisting
mental issues, suicidal thoughts, or depression.13

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 Recruit Training History
Romero reported for recruit training at Naval Station Great Lakes, Great Lakes, Illinois,
on December 11, 2017, and graduated on February 3, 2018.14 On February 3, 2018, he
transferred to Naval Submarine School, Groton, Connecticut.15 He graduated from
Machinist Mate Auxiliary “A” School on June 12, 2018. 16 The training record did not
reflect the class ranking.17 He received a follow-on duty assignment to the Fast Attack
Submarine USS COLUMBIA (SSN 771), homeported in Pearl Harbor, Hawaii.18 On
June 28, 2018, Romero reported to USS COLUMBIA at JBPHH as a Machinist Mate
Auxiliary Fireman Recruit (MMAFR).19 He had no documented mental health
counseling or suicidal behaviors before reporting.20 Overseas and sea duty screening
were not required for duty in Hawaii.21 Romero underwent a submarine duty physical
and submarine duty screening; nothing abnormal was noted.22

Service History
Romero was assigned to USS COLUMBIA’s auxiliary division. He lived on JBPHH in
the barracks at Building 654, Paquet Hall, Room 361.23 USS COLUMBIA entered Pearl
Harbor Naval Shipyard (PHNSY), Dry Dock 2, in October 2018, for a Chief of Naval
Operations (CNO) major maintenance availability.24 Within the first six months on
board, Romero qualified Barge Security Watch and two armed watch stations: Topside
Roving Patrol and Petty Officer of the Deck.25 After these initial qualifications, Romero
quickly fell behind in his other qualifications, and the chain of command took
administrative action to address exceeding the qualification deadline of 12 months, poor
performance, and continued tardiness.26 He received written counseling or extra military
instruction on ten separate occasions in the months before the shooting, beginning in June
2019, and he had to attend after-work study periods for his qualification delinquency (see
figure 2.1).27 Since he was not qualified in submarine warfare or to stand technical
watches, he was mostly assigned non-technical watches on the pier, including the
Topside Roving Patrol and Barge Security Watch, which involve continuously roving the
area around the submarine and the berthing barge near the dry dock.28
One of the written counseling chits was related to poor watchstanding.29 On September
11, 2019, Romero received a counseling chit for sitting down while on his tour as the
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 Barge Security Watch.30 The chain of command required Romero to perform a
watchstanding upgrade, which was a remedial process that included reviewing
watchstanding principles, conducting interviews, and completing a “Barge Security
Watch” qualification card.31
On November 4, 2019, Romero went on temporary duty for 10 days to the Fast Attack
Submarine USS CHICAGO (SSN 721) to finish his remaining practical evolution factors
to receive his helmsman qualification and ultimately earn his submarine warfare pin.32
While on the USS CHICAGO, Romero did not interact much with the other Sailors,
demonstrated a low level of knowledge, and gave the impression that he did not want to
be there.33 The USS CHICAGO chief of the boat (COB) does not believe the crew of the
USS CHICAGO would have discussed the previous suicide of an armed watchstander
aboard USS CHICAGO in July 2019 with Romero.34 The USS CHICAGO COB sent
Romero back to USS COLUMBIA before his temporary duty was complete for him to
build up more knowledge for his qualifications.35
On November 21, 2019, USS COLUMBIA held a disciplinary review board (DRB) to
review Romero’s repeated tardiness and qualification delinquency.36 As Romero often
did when counseled for poor performance, he began crying at the DRB.37 The chief petty
officers’ recommendation from the DRB was to send Romero’s case to executive officer
inquiry (XOI).38 On November 26, 2019, Romero was informed that he did not pass the
Naval Advancement Exam and would not be promoted to E-4.39
The executive officer (XO) conducted Romero’s XOI on December 3, 2019.40 The
charge under review was for violation of Article 92, Uniform Code of Military Justice.
The specification read, “In that Machinist’s Mate (Auxiliary) Fireman Gabriel A.
Romero, U.S. Navy, USS COLUMBIA, on active duty, who knew his duties on board
USS COLUMBIA, on or about (5 June, 16 July, 18 July, 11 September, 11 October, 16
October, 29 October 2019), was derelict in the performance of those duties in that he has
shown a pattern of misconduct which has resulted in member being late to Ship’s muster
times, delinquent study muster times, watch relief times, and duty section muster
times.”41 The XO asked Romero if his mother would be happy if she knew he was
squandering the opportunity the Navy gave him.42 Romero became emotional and began
to cry, expressing he wanted to stay in the Navy. 43 The XO did not refer the charge to
the commanding officer (CO) for non-judicial punishment (NJP) but decided to issue
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 Romero formal written counseling or “Page 13.”44 The Page 13, which had unsigned
signature blocks for the XO and Romero, read in all capital letters above the XO’s
signature block, “IF I AM LATE TO WORK AGAIN, I WILL BE HELD
ACCOUNTABLE AT CO’S NJP.”45 Romero did not sign the Page 13 when ship’s
administrative personnel presented it to him after XOI on the same day.46 Romero stated
he would not sign the Page 13 because the XO had told him that he did not have to sign it
until the end of the week, which Romero assumed was Friday.47 The ship’s
administrative personnel informed the COB, and the COB discussed it with the XO.48
The XO intended to clarify it with Romero and deliver the Page 13 personally the next
day, December 4, 2019.49 The Page 13 was not signed or delivered before the shooting
incident.50

Service Mental Health History
As stated above, Romero had no prior history of mental health treatment before reporting
to USS COLUMBIA.51 On March 4, 2019, Romero went to the Tripler Army Medical
Center (TAMC) emergency room, reporting that he had difficulty focusing at a traffic
court hearing earlier in the day.52 At TAMC, Romero denied any suicidal or homicidal
ideations.53 TAMC staff called a Tripler Police Department Officer to conduct a
contraband search as a precautionary measure and contacted the command to provide
support.54 Romero’s division chief went to the emergency room where TAMC staff told
him that Romero was not a risk to harm others or himself.55 TAMC personnel noted in
the electronic medical record that Romero had a possible Attention Deficit Disorder.56
The TAMC attending physician referred him to the Naval Submarine Support Command
(NSSC) Embedded Mental Health Program (eMHP) Clinic in Pearl Harbor for further
evaluation and treatment.57 This referral involved TAMC staff entering it into the
electronic medical record and informing Romero.58 The eMHP Clinic cannot receive
outpatient referrals through the electronic medical record system, and the TAMC staff did
not inform the division chief, the eMHP staff, or USS COLUMBIA’s medical department
representative (MDR) by telephone, email, or other means. Romero only told his
division chief that he was having difficulty sleeping and that he was worried about this
(b) (6) health.59 Romero did not go to the eMHP Clinic until September 2019 when his

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 division chief noticed Romero was upset about his (b) (6)

declining health and would

not express himself to his chief.60
Romero went to the eMHP Clinic for eight voluntary visits over three months (see Figure
2.1).61 On September 23, 2019, Romero was assessed at the eMHP Clinic by a licensed
provider, the Submarine Force, U.S. Pacific Fleet (SUBPAC) Force Psychologist. 62 The
Force Psychologist did not diagnose Romero with a mental disorder, but gave him a
diagnostic impression of having a “Phase of Life Problem” and an “Unspecified Problem
Related to Unspecified Psychosocial Circumstances.”63 Because Romero was not
diagnosed with a mental disorder, he remained qualified for submarine duty without any
limitations.64 The Force Psychologist recommended Romero continue individual therapy
with the eMHP staff behavioral health technician, a non-licensed Navy enlisted (E-5)
corpsman, to focus on issues related to his (b) (6)
, his biological (b) (6) failing
health, and to teach Romero coping skills.65 Romero met with the technician in five
separate sessions without the licensed provider present on September 30, October 8,
October 16, October 22, and October 30.66 At the October 22 session, the technician and
Romero agreed that they should discontinue care because all goals had been met.67
However, Romero came back for the October 30 session because of what the technician
characterized as a miscommunication, and the technician agreed to schedule him for
additional peer support sessions.68 The Force Psychologist’s supervision of the
technician was always after appointments and typically consisted of informal
documentation review and editing.69 Romero attended peer support sessions on
November 19 and November 26, 2019, and his next appointment was scheduled for
December 5, 2019.70 Romero never expressed suicidal ideations or threats of violence
toward others during his eMHP Clinic visits.71

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  Events of December 4, 2019
Actions Leading Up to Watch Relief
On Wednesday, December 4, 2019, a video surveillance system shows Romero returning
to his barracks room at 0011, but the key log system records him entering at 0019. 72 The
video surveillance system is not synchronized with the key log system, displaying a 7 to 8
minute time difference.73 Based on the video surveillance system, he left his barracks
room at 0313 in civilian attire with a backpack and carrying his military boots to pick up
his civilian girlfriend from work and spend time with her.74 He returned to his barracks
room from his girlfriend’s residence at 0738 and left shortly after to go to Ford Island for
scheduled small arms sustainment training from 0830 to 1100 in the virtual Firearms
Training Simulator (FATS).75 Romero called and texted with his girlfriend that
morning.76 He left no impression with her that anything was wrong.77 The last call from
Romero to his girlfriend was at 0951.78
At the FATS trainer, Romero was described by the instructor, USS COLUMBIA’s
Torpedoman Chief, as slow and partially responsive.79 Romero appeared uncomfortable,
but this was not unique to him as this was the first time many of the USS COLUMBIA
Sailors had used the simulator.80 Romero and other USS COLUMBIA crewmembers
practiced shooting virtual targets.81 They performed proficiency shootings with the M-4
rifle and the M-9 pistol.82 Upon completion of small arms training at the FATS trainer,
Romero returned to his barracks room at 1312 (according to the video surveillance
system) and 1319 (according to the key log system).83 Romero then left his room and
drove to PHNSY for duty at USS COLUMBIA, entering the shipyard gate at 1348.84

Actions from Watch Relief through Shooting
Romero reported at 1404 for duty as the Topside Roving Patrol.85 USS COLUMBIA was
in Dry Dock 2 inside the Controlled Industrial Area (CIA) at PHNSY.86 The Sailor who
Romero relieved described the Topside Roving Patrol watch turnover, and Romero, as
ordinary.87 The two exchanged the standard words “I am ready to relieve you” and “I am
ready to be relieved” just outside the Casualty Control (CASCON) shack on the port side
of Dry Dock 2. Romero took possession of the M-4 rifle with 90 rounds of ammunition
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 and M-9 pistol with 45 rounds of ammunition and made required entries in the duty
logbook.88
Before Romero began his first roving patrol, he said “I’ll be back” to the Petty Officer of
the Deck, the second of two armed watchstanders on USS COLUMBIA, and proceeded
to walk from the CASCON shack around Dry Dock 2 from port to starboard.89 Around
the same time, three PHNSY civilian employees who had been working on USS
COLUMBIA earlier in the day left their workstations in a trailer between Dry Docks 2
and 3.90 They walked along the starboard side of Dry Dock 2.91 Romero turned around
on the starboard side of Dry Dock 2 before he had circulated the entire dry dock, and he
approached the civilian employees from behind.92 See Figure 2.2.
The Petty Officer of the Deck observed Romero chamber a round, raise his M-4 rifle, and
begin firing at the civilians.93 The three civilians fell to the ground 15-20 feet in front of
Romero at the head of Dry Dock 2, near the bow of the submarine.94 Two of the victims
were fatally wounded.95 The third victim suffered a gunshot wound to the pelvic area.96
While Romero was firing, the Petty Officer of the Deck in the CASCON shack made
radio calls immediately while drawing his weapon.97 His first call was over the USS
COLUMBIA’s ship announcement circuit, the 1MC, “Repel Boarders.”98 He then called
“shots fired, shots fired” over the force protection radio and announced on the Command
Early Warning Net (CEWN), a base security radio network, that “there was an active
shooter at the head of Dry Dock 2.”99 The USS COLUMBIA Ship’s Duty Officer (SDO)
then called on the ship’s force protection radio to ask what was happening.100 The Petty
Officer of the Deck replied, “Repel Boarders, shots fired, Romero is shooting shipyard
workers.”101 While the three victims lay on the ground, and before first responders were
on scene, Romero used his M-9 pistol to shoot himself.102 The shooting only lasted a few
seconds from beginning to end.103 The surviving victim was conscious enough to make a
911 phone call at 1426.104 See Figures 2.2. and 2.3.
The first responder on scene was a civilian JBPHH Guard Officer, serving as the CIA
Rover “India One.”105 The guard was out of his patrol vehicle checking the door on
Building 214, also known as Shop 67, located on Ingersoll Avenue.106 While checking
the door, a few unknown civilian shipyard employees told him they thought they heard
shots fired.107 The guard got into his patrol vehicle, drove back down Ingersoll Avenue,
took a left onto Chosin Street and parked his vehicle about a quarter of the way down Dry
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 Dock 2 on Chosin Street (see Figure 1.2).108 After he parked, an unidentified civilian
shipyard employee informed him, “I think that guy shot those guys.” 109 The guard also
observed about five uniformed members at the “guard shack” (the CASCON).110 He
exited his vehicle and observed four people on the ground with one of them moving.111
As he approached the scene at 1427, he called the CNRH Regional Dispatch Center
(RDC) on his radio to report on the situation and the status of the victims.112 He then was
joined by the next responding JBPHH Navy Security Forces (NSF) officer, and they
began clearing procedures to look for other active shooters.113

Figure 2.2 Actions from watch relief to shooting incident.
(Routes depicted in this figure are approximations based on interviews and reports in evidence).

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 Figure 2.3 Crime scene.114

Immediate Post-Shooting Actions
At the time of the shooting, USS COLUMBIA’s duty chief was at General Military
Training with many of the crew on the ship’s berthing barge, which was located at Gun
Dock 4 at the end of Dry Dock 2, approximately 200 yards from the shooting scene. 115
See Figure 2.2. As the Petty Officer of the Deck called away the incident on the Force
Protection Radio, the duty chief and many of the crew heard the word “Fire” on the radio
and started to leave the barge to respond to what they thought was a fire casualty.116
Several crewmembers were already on Dry Dock 2 and heading toward the damage
control locker behind the CASCON on the port side of the dry dock before the Petty
Officer of the Deck informed them that it actually was an active shooter event.117 After
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 the “Repel Boarders” announcement and learning it was an active shooter, some
crewmembers went down to the USS COLUMBIA to arm the ship’s self-defense force
while others took cover on the dry dock behind nearby structures.118
The CNRH RDC notified JBPHH NSF and Federal Fire Department (FFD) Hawaii after
receiving the 911 phone call at 1426.119 JBPHH NSF was on the scene at 1427.120 FFD
arrived at 1432 and began rendering aid to the three victims.121 The surviving victim, (b)
(6)

, was triaged on Fifth Street.122 He was found with a gunshot wound to
his pelvis and lower abdomen area with a visible exit wound.123 He was transported to a
local hospital at 1452, and later released.124 FFD triaged Mr. Roldan Agustin on the
yellow concrete roadway just south of Dry Dock 2.125 He was found with an anterior
gunshot wound to the chest and determined to be asystole (cardiac arrest with no
heartbeat).126 He was transported to a local hospital at 1504, where he also succumbed to
his injuries.127 FFD also triaged Mr. Vincent Kapoi, Jr., on a yellow concrete roadway
just south of Dry Dock 2.128 He was found with a gunshot wound to the left anterior
chest and determined to be pulseless, apneic (not breathing), and unresponsive.129 He
was transported to a local hospital at 1510, where he succumbed to his injuries.130 A
doctor from TAMC later pronounced Romero deceased at the scene at 1803 due to a
traumatic gunshot wound to the head.131
At 1430, the JBPHH Chief Staff Officer ordered the JBPHH Emergency Operations
Center (EOC) to be manned in response to the active shooter incident.132 Due to a later
lockdown directive, the EOC was never fully manned despite the direction to do so.133
At 1432, the PHNSY Emergency Management Officer (EMO) directed the RDC to send
out an Automatic Target Hand-Off Correlator (AtHoc) lockdown alert message to the
PHNSY distribution list.134 RDC sent it at 1438 within 6 minutes of direction from the
PHNSY EMO and 11 minutes after JBPHH NSF arrived on scene.135 The JBPHH
Commander (JBC) directed the JBPHH Deputy Emergency Management Officer
(DEMO) to send an AtHoc lockdown alert message to the surrounding area, but that
never occurred because the DEMO mistakenly believed a message he had seen earlier
was from JBPHH to the JBPHH distribution list. That AtHoc message was actually from
the U.S. Air Force 15th Air Wing command post on the Hickam side of JBPHH.136 The
U.S. Air Force 15th Wing command post continued to send timely updates to tenant
commands every 15 minutes based on information received in the JBPHH EOC.137
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 At 1433, the CNRH Regional Operations Center (ROC) informed the CNRH Public
Affairs office of the active shooter incident.138 CNRH Public Affairs started to
coordinate information for public release and for eventual media queries.139 This effort
was later joined by the various military public affairs offices in the area and Washington
D.C. The first public affairs external release (social media and press release) was issued
at 1500 by CNRH and JBPHH, followed by periodic updates.140
The Naval Criminal Investigative Service (NCIS) was notified of the active shooter
incident by a phone call from an NCIS special agent who was attending a meeting with
the JBC.141 The NCIS special agent called the NCIS administrative officer who then
informed other NCIS personnel.142 At 1442, NCIS arrived at PHNSY Dry Dock 2.143
They would later take the lead in the law enforcement investigation.144 At 1443, RDC
directed the JBPHH EOC to make an active shooter lockdown announcement on the
base’s Giant Voice system, and the JBPHH EOC made the announcement one minute
later at 1444.145 At 1520, external gates to JBPHH were secured.146
The Honolulu Police Department (HPD) responded without a direct report or request for
support after overhearing radio calls on an integrated channel.147 HPD arrived
approximately 18 minutes after the shooting and proceeded to the Incident Command
Post (ICP). HPD would later dispatch 100 officers to include 40 personnel from the
Special Weapons and Tactics (SWAT) team, 40 to 50 personnel from the Unit Crime
Reduction Patrol and 15 detectives from Criminal Investigation Division (CID).148 HPD
provided support in clearing buildings and interviewing witnesses.149 Law enforcement
personnel, to include NCIS, the Federal Bureau of Investigation (FBI), Air Force Office
of Special Investigations (AFOSI), Coast Guard Special Investigations (CGSI), United
States Secret Service (USSS) and Bureau of Alcohol, Tobacco, Firearms and Explosives
(ATF), conducted screening interviews of over 1,000 personnel in the CIA.150
At 1557, JBPHH main gates reopened.151 At 1637, the RDC logs all clear except for
PHNSY.152 At 2013, “All Clear” was announced on the Giant Voice system.153
At 2125, building clearance was completed within the CIA.154 After the scene was
cleared and secured, with the lockdown no longer in effect, approximately 1,000 civilian
employees were allowed to exit through the CIA main exit gate at Ingersoll Avenue.155

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 Post-Incident Response
On December 4, 2019, Commander, U.S. Pacific Fleet (COMPACFLT) directed each
victim’s families be assigned military Casualty Assistance Calls Officers (CACOs).156
On December 5 and December 6, 2019, Human Resources Civilian Benefits Specialists
made contact with the victims’ families to assist in benefits processing.157
The PHNSY commander released all hands and employee notifications emails on
December 4, 2019 and December 5, 2019.158 On December 6, 2019, the PHNSY
commander, along with Commander, Submarine Force, U.S. Pacific Fleet, conducted
three all hands calls with the shipyard workforce.159 On December 12, 2019, the PHNSY
commander emailed the shipyard workforce an update on the investigation.160
After the incident, regional and local manpower and human resources offices began to
coordinate counseling services for impacted military personnel and civilians.161 The
Special Psychiatric Rapid Intervention Team (SPRINT) arrived on island on December 8,
2019, and stayed through December 13, 2019.162 The team interacted with approximately
800 individuals, both active duty and civilian.163 The COMPACFLT Director of Civilian
Human Resources, COMPACFLT Human Resource Officer, CNRH Director of Total
Force and Manpower Management, all made requests to the Department of the Navy
(DON) Office of Civilian Human Resources (OCHR) for additional counselors.164 The
counselor contractor, Magellan Health, made additional Civilian Employee Assistance
Program (CEAP) counselors available from December 16 through December 20, 2019.165
There was minimum property damage and associated costs as a result of the incident.
Some exterior bullet holes remain in temporary offices, conex boxes, and an electrical
transfer box. However, all the components and facilities remain serviceable.166
Appendix C to this report provides a comprehensive timeline of events.
1

DD Form 1966/1, of Romero, Gabriel Antonio.
SI with (b)(6)
of 18 Jan 20.
3
DD Form 1966/2, of Romero, Gabriel Antonio.
4
SI with (b)(6)
of 18 Jan 20.
5
Id.
6
Id.; DD Form 1966/1 of Romero, Gabriel Antonio.
7
DD Form 2807-1 of Romero, Gabriel Antonio.
8
SI with (b)(6)
of 18 Jan 20.
9
USMEPCOM PCN 680-3ADP, Processee/Enlistee Record of Romero, Gabriel Antonio.
2

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 10

DD Form 1966/2 of Romero, Gabriel Antonio.
Email from CMDCM (b)(6)
to LN1 (b)(6)
of 25 March 20.
12
Administrative Remarks NAVPERS 1070/613 of Romero, Gabriel Antonio of 4 Dec 17.
13
USMEPCOM PCN 680-3ADP, Processee/Enlistee Record of Romero, Gabriel Antonio.
14
Electronic Training Jacket of Romero, Gabriel Antonio.
15
USMEPCOM PCN 680-3ADP, Processee/Enlistee Record, of Romero, Gabriel Antonio.
16
Electronic Training Jacket of Romero, Gabriel Antonio; Basic Enlisted Submarine School Training Summary of
Romero, Gabriel Antonio.
17
Id.
18
Id.
19
Career History of Romero, Gabriel Antonio; Electronic Training Jacket of Romero, Gabriel Antonio.
20
DD Form 2807-1 of Romero, Gabriel Antonio.
21
MILPERSMAN 1300-304.
22
Basic Enlisted Submarine School Training Summary of Romero, Gabriel Antonio; Email from CAPT (b)(6)
to CDR (b)(6)
of 24 Jan 20.
23
NCIS Report of Investigation of 2 Jan 20, Exhibit 39 ¶ 1.
24
USS COLUMBIA FY19 Extended Overhaul Information Sheet.
25
NCIS Report of Investigation of 2 Jan 20, Exhibit 34, Enclosure C.
26
NCIS Report of Investigation of 2 Jan 20, Exhibit 32.
27
NCIS Report of Investigation of 2 Jan 20, Exhibit 32, Enclosure A.
28
NCIS Report of Investigation of 2 Jan 20, Exhibit 53.
29
Record of Counselings of Romero, Gabriel Antonio page 6.
30
Id.
31
NCIS Report of Investigation of 2 Jan 20, Exhibit 32, Enclosure B.
32
SI with FTCM (b)(6)
of 15 Jan 20.
33
Id.
34
SI with FTCM (b)(6)
of 15 Jan 20; LODI ICO ETV3 (b)(6) .
35
NCIS Report of Investigation of 2 Jan 20, Exhibit 66; SI with FTCM (b)(6)
of 15 Jan 20.
36
NCIS Report of Investigation of 2 Jan 20, Exhibit 33.
37
NCIS Report of Investigation of 2 Jan 20, Exhibit 34 ¶ 4; Exhibit 33 ¶ 7.
38
NCIS Report of Investigation of 2 Jan 20, Exhibit 33 ¶ 3; NCIS Report of Investigation of 2 Jan 20, Exhibit 36 ¶
2.
39
NCIS Report of Investigation of 2 Jan 20, Exhibit 5 ¶ 5.
40
SI with LCDR (b)(6)
of 17 Jan 20; NAVPERS 1626/7 Report and Disposition of Offenses of 3 Dec 19.
41
NAVPERS 1626/7 Report and Disposition of Offenses of 3 Dec 19.
42
NCIS Report of Investigation of 2 Jan 20, Exhibit 36.
43
Id.
44
SI with LCDR (b)(6)
of 17 Jan 20.
45
NAVPERS 1626/7 Report and Disposition of Offenses of 3 Dec 19.
46
NCIS Report of Investigation of 2 Jan 20, Exhibit 36 ¶ 4.
47
NCIS Report of Investigation of 2 Jan 20, Exhibit 36; NCIS Report of Investigation of 2 Jan 20, Exhibit 32 ¶ 4.
48
NCIS Report of Investigation of 2 Jan 20, Exhibit 36.
49
Id.
50
Id.
51
DD Form 2807-1 of Romero, Gabriel Antonio; Email from CAPT (b)(6)
to CDR (b)(6)
of
24 Jan 20.
52
TAMC Emergency Room Chronology of Care of 4 Mar 19.
53
Id.
54
SI with MMAC (b)(6)
of 14 Jan 20.
55
NCIS Report of Investigation of 2 Jan 20, Exhibit 33; SI with MMAC (b)(6)
of 14 Jan 20.
56
TAMC Emergency Room Chronology of Care of 4 Mar 2019.
57
Id.
58
Id.; NSSC Mental Health Clinic Encounter of 26 Nov 19.
59
SI with MMAC (b)(6)
of 14 Jan 20.
60
NCIS Report of Investigation of 2 Jan 20, Exhibit 33 ¶ 5.
11

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 61

NSSC Mental Health Clinic Encounters from 23 Sep 19 to 26 Nov 19.
SI with CDR (b)(6)
of 15 Jan 20.
63
Id.
64
Id.
65
Id.
66
NCIS Report of Investigation of 2 Jan 20, Exhibit 65 ¶ 5-10; SI with HM2 (b)(6)
of 15 Jan 20.
67
NSSC Mental Health Clinic Encounter of 22 Oct 19.
68
NCIS Report of Investigation of 2 Jan 20, Exhibit 65 ¶ 10.
69
SI with HM2 (b)(6)
of 15 Jan 20.
70
NCIS Report of Investigation of 2 Jan 20, Exhibit 65 ¶ 12.
71
SI with HM2 (b)(6)
of 15 Jan 20.
72
NCIS Report of Investigation of 2 Jan 20, Exhibit 39, Enclosure A; NCIS Report of Investigation of 2 Jan 20,
Exhibit 40 ¶ 7.
73
NCIS Report of Investigation of 2 Jan 20, Exhibit 40 ¶ 3.
74
NCIS Report of Investigation of 2 Jan 20, Exhibit 31 ¶ 4; NCIS Report of Investigation of 2 Jan 20, Exhibit 40,
¶ 7.
75
NCIS Report of Investigation of 2 Jan 20, Exhibit 40 ¶ 5; SI with TMC (b)(6)
of 16 Jan 20.
76
NCIS Report of Investigation of 2 Jan 20, Exhibit 31 ¶ 15; NCIS Report of Investigation of 2 Jan 20, Exhibit 43 ¶
6.
77
Id.; NCIS Report of Investigation of 2 Jan 20, Exhibit 52 ¶ 3.
78
NCIS Report of Investigation of 2 Jan 20, Exhibit 31 ¶ 15.
79
NCIS Report of Investigation of 2 Jan 20, Exhibit 34 ¶ 4.
80
SI with TMC (b)(6)
of 16 Jan 20.
81
NCIS Report of Investigation of 2 Jan 20, Exhibit 34 ¶ 2.
82
Id.
83
NCIS Report of Investigation of 2 Jan 20, Exhibit 39, Enclosure A; NCIS Report of Investigation of 2 Jan 20,
Exhibit 40, Enclosure 3.
84
NCIS Report of Investigation of 2 Jan 20, Exhibit 41.
85
NCIS Report of Investigation of 2 Jan 20, Exhibit 53, Enclosure G.
86
Photos of USS COLUMBIA (SSN 771).
87
SI with ETR2 (b)(6)
of 22 Jan 20.
88
NCIS Report of Investigation of 2 Jan 20, Exhibit 53, Enclosure G.
89
SI with (b)(6)
of 22 Jan 20.
90
NCIS Report of Investigation of 2 Jan 20, Exhibit 8 ¶ 3.
91
NCIS Report of Investigation of 2 Jan 20, Exhibit 9 ¶ 2.
92
SI with (b)(6)
of 22 Jan 20. Video surveillance and other available evidence does not establish
whether Romero and the victims crossed paths before Romero turned around on Dry Dock 2 an approached them
from behind.
93
Id. Based on shell casings and weapon magazines recovered at the scene, Romero fired eight (8) rounds with his
M-4 rifle and three (3) rounds with his M-9 pistol. NCIS Report of Investigation of 2 Jan 20, Exhibit 54 ¶ 26.
94
NCIS Report of Investigation of 2 Jan 20, Exhibit 5 ¶ 3.
95
NCIS Report of Investigation of 2 Jan 20, Exhibit 48-49.
96
NCIS Report of Investigation of 2 Jan 20, Exhibit 28 ¶ 4.
97
SI with ETR2 (b)(6)
of 22 Jan 20.
98
Id.
99
Id.
100
SI with MMAC (b)(6)
of 14 Jan 20.
101
SI with MMAC (b)(6)
of 14 Jan 20; SI with ETR2 (b)(6)
of 22 Jan 20.
102
SI with ETR2 (b)(6)
of 22 Jan 20.
103
NCIS Report of Investigation of 2 Jan 20, Exhibit 5 ¶ 4.
104
Id.; CNRH Incident History Log of 4 Dec 19.
105
SI with Guard Officer (b)(6)
of 22 Jan 20.
106
Id.
107
Id.
108
Id.
109
Id.
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62

 110

SI with Guard Officer (b)(6)
of 13 Jan 20.
SI with Guard Officer (b)(6)
of 22 Jan 20.
112
Id.; CNRH Incident History Log of 4 Dec 19; PHNSY & IMF ECC Timeline, Chronological Record of Events of
4 Dec 19.
113
SI with Guard Officer (b)(6)
of 13 Jan 20; SI with Guard Officer (b)(6)
of 22 Jan 20.
114
NCIS Report of Investigation of 2 Jan 20, Exhibit 54, Enclosure A.
115
SI with MMAC (b)(6)
of 14 Jan 20; PHNSY & IMF Map.
116
SI with LCDR (b)(6)
of 13 Jan 20; SI with LTJG (b)(6)
of 14 Jan 20; SI with MMAFN (b)(6)
of 14 Jan 20; SI with MMA3 (b)(6)
of 13 Jan 20.
117
SI with MMA3 (b)(6)
of 13 Jan 20; SI with LTJG (b)(6)
of 14 Jan 20; SI with MMN2 (b)(6)
of
13 Feb 20.
118
SI with MMA2 (b)(6)
; SI with MMAFN (b)(6)
of 13 Jan 20; SI with LT (b)(6)
of 14
Jan 20; SI with MMA3 (b)(6)
of 13 Jan 20.
119
PHNSY & IMF Security Incident Checklist; CNRH Incident History Log of 4 Dec 19.
120
PHNSY & IMF ECC Timeline, Chronological Record of Events of 4 Dec 19.
121
Id.; Computer Aided Dispatch Report of 4 Dec 19.
122
NCIS Report of Investigation of 2 Jan 20, Exhibit 1 ¶ 2.
123
NCIS Report of Investigation of 2 Jan 20, Exhibit 60, Enclosure A; NCIS Report of Investigation of 2 Jan 20,
Exhibit 28.
124
NCIS Report of Investigation of 2 Jan 20, Exhibit 60, Enclosure A, page 5.
125
NCIS Report of Investigation of 2 Jan 20, Exhibit 1 ¶ 3.
126
NCIS Report of Investigation of 2 Jan 20, Exhibit 60, Enclosure A, page 10-11.
127
Id. at page 10.
128
NCIS Report of Investigation of 2 Jan 20, Exhibit 1 ¶ 3.
129
NCIS Report of Investigation of 2 Jan 20, Exhibit 60, Enclosure A, page 14.
130
Id. at page 13.
131
NCIS Report of Investigation of 2 Jan 20, Exhibit 54 ¶ 20.
132
PHNSY & IMF Security Incident Checklist; CNRH Incident History Log of 4 Dec 19.
133
SI with (b)(6)
of 21 Jan 20; SI with (b)(6)
of 21 Jan 20; SI with (b)(6)
of
21 Jan 20.
134
PHNSY & IMF ECC Timeline, Chronological Record of Events.
135
Id.; CNRH Incident History Log of 4 Dec 19; DoDI 6055.17. § 5.5 ¶ a(1-3); JBPHHINST 3440.17D Emergency
Management Plan, Annex 21; SI with (b)(6)
of 16 Jan 20; SI with (b)(6)
of 21 Jan 20.
136
SI with (b)(6)
of 21 Jan 20; Annex A: Joint Base Emergency Operations Center of Sep 18 ¶ 2(c).
137
CNRH Lessons Learned.
138
CNRH PAO Lessons Learned; SI with (b)(6)
of 13 Jan 20.
139
SI with CDR (b)(6)
OF 17 Jan 20; CNRH PAO Lessons Learned.
140
CNRH PAO Lessons Learned; CNRH PAO External Communications.
141
SI with SSA (b)(6)
, NCIS of 12 Feb 20.
142
Id.
143
NCIS Report of Investigation of 2 Jan 20, Exhibit 54 ¶ 1.
144
Id.; SI with SSA (b)(6)
, NCIS of 12 Feb 20.
145
CNRH Incident History Log of 4 Dec 19; Incident Action Plan of 4 Dec 19 to 5 Dec 19.
146
Incident Action Plan of 4 Dec 19 to 5 Dec 19.
147
SI with CAPT (b)(6)
, HPD of 21 Jan 20.
148
Id.
149
Id.
150
SI with SSA (b)(6)
, NCIS of 12 Feb 20.
151
CNRH Incident History Log of 4 Dec 19.
152
Id.
153
Id.
154
PHNSY & IMF ECC Timeline, Chronological Record of Events of 4 Dec 19.
155
NCIS Report of Investigation of 2 Jan 20, Exhibit 58 ¶ 2.
156
SI with (b)(6)
of 15 Jan 20; SI with (b)(6)
of 13 Jan 20; SI with (b)(6)
of
10 Jan 20.
111

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 157

SI with (b)(6)
of 16 Jan 20; SI with (b)(6)
of 16 Jan 20.
Email from CAPT (b)(6)
to All Hands of 4 Dec 19; Email from (b)(6)
to All Hands of 4
Dec 19; Email from CAPT (b)(6)
to All Hands of 5 Dec 19.
159
SI with (b)(6)
of 14 Jan 20; SI with (b)(6)
of 13 Jan 20.
160
Email from CAPT (b)(6)
to All Hands of 12 Dec 19.
161
SI with (b)(6)
of 14 Jan 20; SI with (b)(6)
of 17 Jan 20.
162
After Action Report ICO SPRINT of 7 Jan 20.
163
Email from CDR (b)(6)
to (b)(6)
of 5 Feb 20.
164
SI with (b)(6)
of 14 Jan 20; SI with (b)(6)
of 10 Jan 20; SI with (b)(6)
of
10 Jan 20.
165
SI with (b)(6)
of 14 Jan 20; SI with (b)(6)
of 17 Jan 20.
166
Email from (b)(6)
to (b)(6)
of 22 Jan 20.
158

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FOUO-Deliberative-Pre-Decisional/Law Enforcement Sensitive/Privacy Sensitive

 Chapter 3 – Embedded Mental Health
Program
This chapter examines Romero’s treatment at the Naval Submarine Support Command
(NSSC) Embedded Mental Health Program (eMHP) Clinic in Pearl Harbor. The
investigation team’s practicing forensic psychiatrist did not evaluate Romero before his
death, but the forensic psychiatrist’s expert assessment informs this chapter of the report.1
Several warfare communities have embraced the eMHP in recent years. The eMHP
model is designed to increase access to treatment, tailor treatment to unique warfare
community needs, and decrease the stigma of seeking mental health treatment.2 The
program delivers clinical care, counseling, coaching, command liaison, outreach,
education, and training.3 Between 2013 and 2016, the submarine community conducted
an eMHP pilot program, and it became a program of record in 2016.4
The Submarine eMHP enhances readiness through an early intervention and preventive
approach.5 The submarine community embraced the eMHP, at least in part as a means to
decrease “unplanned losses,” a term that includes Sailors who are disqualified from
submarine duty, often as a consequence of a mental disorder.6

Regulatory Background
DoDD 5124.02 (Under Secretary of Defense for Personnel and Readiness (USD (P&R))
updates the responsibilities, functions, relationships, and authorities of the USD (P&R).
DoDI 6400.06 (Periodic Health Assessment Program) establishes policy, assigns
responsibilities, and prescribes procedures for implementing the Periodic Health
Assessment program.
DoDI 6490.03 (Deployment Health) implements policies for joint and Service-specific
deployments to monitor, assess, and prevent disease and injury; control or reduce
occupational and environmental health risks; document and link occupational and
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 environmental exposures with deployed personnel; record the daily locations of deployed
personnel; and conduct individual deployment-related health assessments.
DoDI 6490.04 (Mental Health Evaluations) establishes policy, assigns responsibilities,
and prescribes procedures for referral, evaluation, treatment, and command management
of Service members who may require assessment for mental health issues.
DoDI 6490.05 (Maintenance of Psychological Health) establishes policy and assigns
responsibilities for developing combat and operational stress control (COSC) programs.
DoDI 6490.06 (Counseling Services for DoD Military & Others) establishes and
implements counseling policies, and identifies and assigns responsibilities for providing
counseling support in accordance with DoD Directive 5124.02.
DoDI 6490.08 (Command Notification Requirements) establishes policy, assigns
responsibilities, and prescribes procedures for healthcare providers for determining
command notifications as applied to Service members in mental health care or voluntarily
seeking drug and alcohol abuse education.
OPNAVINST 1720.4B (Suicide Prevention) delineates Navy suicide prevention policies.
OPNAVINST 6400.1D Training, Certification, Supervision and Employment of
Independent Duty Corpsmen (IDC), Hospital Corpsman HM-8402 Submarine Force IDC,
HM-8403 Fleet Marine Force Reconnaissance IDC, HM-8425 Surface Force IDC, and
HM-8494 Deep Sea Diving IDC.
Manual of the Medical Department (MANMED), Chapter 15, delineates physical
qualification standards for all Naval personnel to include all special duty physicals.
CSLCSPINST 6000.2 (Standard Submarine Medical Procedures Manual) provides
consolidated guidance for submarine medical departments.
CSLCSPINST 6490.1 (Submarine Force eMHP) sets forth the guidance on execution of
the Submarine eMHP.

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 Findings-Opinions-Recommendations
Finding 3.1 (Potential Contributing/Noncompliance/Deficiency): The eMHP provider
under-diagnosed and did not properly manage Romero’s mental health condition during
eight visits to the eMHP Clinic between September and November 2019. The eMHP
provider only diagnosed “Phase of Life Problems” and “Unspecified Problem Related to
Unspecified Psychosocial Circumstances” when Romero showed signs of an undiagnosed
mental disorder that likely would have disqualified him from submarine duty.7 Seven of
eight visits to the eMHP Clinic were with the behavioral health technician and not the
eMHP provider.8
Discussion: Romero saw military mental health professionals on nine separate occasions
from March to December 2019.9 He drove himself to the Tripler Army Medical Center
(TAMC) emergency room on March 4, 2019, after attending traffic court for a speeding
ticket and reported that he was having difficulty “concentrating, focusing, and staying
engaged.”10 At TAMC, Romero denied any suicidal or homicidal ideations.11 TAMC
staff called a Tripler Police Department Officer to conduct a contraband search as a
precautionary measure and contacted the command to provide support.12 Romero’s
division chief went to the emergency room where TAMC staff told him that Romero was
not a risk to harm others or himself.13 TAMC staff noted possible Attention Deficit
Disorder in Romero’s electronic medical record and referred him to the NSSC eMHP
Clinic in Pearl Harbor before discharging him on his own recognizance.14 This referral
involved TAMC staff entering it into the electronic medical record and informing
Romero.15 The eMHP Clinic cannot receive outpatient referrals through the electronic
medical record system, and the TAMC staff did not inform the division chief, the eMHP
staff, or USS COLUMBIA’s medical department representative (MDR) of the referral by
other means.16 Romero only told his division chief that he was having difficulty sleeping
and that he was worried about this (b) (6) health.17

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 NSSC eMHP Clinic Visits
Romero did not go to the eMHP Clinic until September 2019 when his division chief
noticed Romero was upset about his (b) (6) declining health and would not express
himself to his chief.18 The chief of the boat (COB) arranged an urgent appointment with
the eMHP Clinic.19 An eMHP licensed independent provider, the Submarine Force, U.S.
Pacific Fleet (SUBPAC) Force Psychologist, evaluated Romero on September 23, 2019.20
His evaluation consisted of a 90-minute clinical interview and a health record review.21
In evaluation notes, the Force Psychologist described Romero as “odd, awkward,
guarded, and confused.”22 On his intake questionnaire, Romero reported his reason for
coming to mental health as “myself Fireman Romero was referred by [behavioral health
technician] and having problems with mood, stress.”23 He identified his top three
treatment goals as “call father more; think about the future; take the time to relax.” On
his intake questionnaire, Romero scribbled circles around several problem areas, to
include, “I feel no interest in things” (Frequently); “I have difficulty concentrating”
(Almost Always); “I feel something is wrong with my mind” (Frequently); “I feel
hopeless about the future” (Sometimes); “Disturbing thoughts come to my mind that I
can’t get rid of” (Sometimes); and “I feel like something bad is going to happen”
(Sometimes).24 His intake revealed an overall elevation on Outcome Question (OQ-45)
of 81, a score consistent with mental health diagnosis for patients in treatment.25 He
denied any history of violent behavior, mental health treatment, thoughts of suicide or
harming others, and he indicated that he felt safe with work access to firearms.26
During this initial evaluation, the Force Psychologist did not note Romero’s March 4,
2019 TAMC emergency room visit in his electronic notes.27 The Force Psychologist
stated that he reviewed the electronic notes from the emergency room visit but did not
find the visit significant.28 The Force Psychologist did not diagnose Romero with a
mental disorder, but gave him a diagnostic impression of having a “Phase of Life
Problem” and an “Unspecified Problem Related to Unspecified Psychosocial
Circumstances.”29 Romero remained qualified for submarine duty without limitations.30
The Force Psychologist recommended continuing individual therapy with the staff
behavioral health technician to focus on issues related to his (b) (6)
, his
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 (b) (6)

(b) (6)

health problems, and to teach coping skills.31 The Force Psychologist

did not have another in-person encounter with Romero, but the behavioral health
technician, a non-licensed Navy enlisted (E-5) corpsman, saw Romero for individual
therapy sessions without the Force Psychologist or other licensed provider.32 The Force
Psychologist’s supervision was always after the appointments and typically consisted of
informal documentation review and editing.33 These seven sessions with the behavioral
health technician continued up until the time of the shooting incident (with the final two
sessions labeled “peer support” after Romero agreed to discontinue care).34 The Force
Psychologist did not reevaluate Romero before the therapy sessions were discontinued or
when he returned for the peer support sessions.35
The responsibilities of the assigned eMHP staff behavioral health technician are
enumerated in the eMHP Submarine Force instruction.36 The behavioral health
technician is responsible for providing administrative and clinical support as necessary to
meet the mission of the eMHP team.37 This support includes: “Under the supervision of
the eMHP provider, function as a ‘care extender’ by conducting intake and special
program interviews, deliver training topics relative to eMHP and supervise group
sessions; and perform appropriate triage upon intake to determine acuity of individual
patients.”38 Supplemental guidance on the appropriate scope of practice calls into
question whether a behavioral health technician can provide individual counseling in a
clinic setting without the presence of a licensed independent provider.39

Forensic Psychiatrist Case Review Summary40
The investigation team’s forensic psychiatrist conducted a thorough review of Romero’s
personal, service, and medical history as part of the investigation. Based on a forensic
review of all the available evidence after the shooting incident, he identified a pattern of
behavior in Romero that associated with a mental disorder.
The prioritized likelihood of diagnosis (beginning with most likely) were the following:
Autistic Spectrum Disorder; Attention Deficit and Hyperactivity Disorder; Social
Anxiety Disorder; Personality Disorder (Avoidant and Borderline features); Anxiety
Disorder; Depressive Disorder; and Adjustment Disorder. Such diagnosis are likely to be
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 disqualifying for submarine duty except Adjustment Disorder, and this minimum
diagnosis would have needed to resolve in 90 days for him to remain on submarine duty.
In the investigation team forensic psychiatrist’s opinion, Romero was likely underdiagnosed during his only appointment with a licensed mental health provider, and as a
consequence, his condition was managed inadequately. The concern expressed by the
command to get Romero an appointment and Romero’s odd, awkward, guarded, and
confused presentation on September 23, 2019, likely warranted additional diagnostic
assessment. Romero’s visit to the TAMC emergency room on March 4, 2019, was not
acknowledged in the eMHP Clinic records until his third appointment, which was with
the behavioral health technician. The “Phase of Life Problems” and “Unspecified
Problem Related to Unspecified Psychosocial Circumstances” diagnoses were effectively
non-diagnoses, so resilience-enhancing counseling and coaching from the behavioral
health technician is indicated, not mental health treatment. No documentary evidence
showed improvement or response to interventions, or assessment of outcome measures.
A more collaborative approach with the benefit of collateral history from the chain of
command may have resulted in a more accurate diagnosis, and more intensive treatment.
For example, his shipmates described Romero’s pattern of social avoidance and socially
awkwardness with him often appearing odd or eccentric. His shipmates universally saw
him as extremely reserved socially. He also demonstrated anger management deficits,
e.g., punching a locker, and distractibility, getting into a single motorcycle accident in
December 2018 (which was documented in his medical record) and a minor single car
accident in November 2019 (which was not documented in his medical record).
In the forensic psychiatrist’s opinion, no one could have anticipated Romero’s homicidal
and suicidal actions on December 4, 2019. He had no history of violent behavior nor had
he made any homicidal or suicidal ideations.
However, the risk was elevated because of several factors, including occupational stress
and a lack of social support. He was repeatedly counseled for poor work performance
including at executive officer inquiry (XOI) the day before the shooting. He was
delinquent on qualifications and isolated from his shipmates. He complained that people
treated him badly, called him stupid, and he described a hostile work environment to his
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 mother. He was single and separated from family, with his (b) (6)

in declining

health. Romero dated two women while assigned to USS COLUMBIA in Pearl Harbor,
but these relationships were chaotic. He regularly exhibited jealousy and insecurity
during the relationships.
Romero visited his girlfriend in the early morning hours on the day of shooting. He
previously reported to eMHP staff that he was tired and having trouble sleeping. Sleep
deprivation degrades cognitive performance and emotional control while exacerbating
distractibility and impulsivity.

NSSC eMHP Clinic Perspective and “Z-Code” Analysis
The Force Psychologist made a reasonable argument for his non-diagnosis of any
disorder.41 He explained that the submarine community selects many Sailors who present
themselves just like Romero.42 These Sailors have decent analytic skills, good scores on
the Armed Services Vocational Aptitude Battery (ASVAB), and yet some have poor
social skills.43 In the Force Psychologist’s opinion, if the Navy disqualified all
submariners similar to Romero based on the indicators at the time, disqualification from
submarine duty would noticeably increase and have a negative impact on readiness.44
The diagnostic data for the last two years indicates that the eMHP Clinic relies heavily on
what are known as “Z-codes” as primary diagnosis to allow the eMHP to execute the
“Resiliency Approach” by providing coping skills, and in turn, reduce unplanned losses
in the submarine community.45 Z-codes like those in Romero’s case are diagnostic
descriptors that describe patients who do not have known mental disorders, but do have
some circumstance or problem in their lives that influence their health status.46 Z-codes
are more often diagnosed as secondary codes, such as when a phase of life problem or
occupational problem supplements a primary diagnosis like Major Depressive Disorder.47
The eMHP diagnostic data shows unusually high rates of Z-codes that are not mental
disorders.48 For example, the eMHP provider with the most encounters in 2018 and 2019
provided 1072 diagnostic codes among 1002 patients; of the overall diagnostic codes,
617 were Z-codes (57%).49 Z-codes are a less frequent primary diagnosis in other
psychiatry or psychology settings.50 By comparison, the Mental Health Clinic at
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 Makalapa and Kaneohe Bay, the Substance Abuse Clinic at Makalapa, and the Integrated
Medicine Clinic at Makalapa and Kaneohe Bay gave 5,308 diagnoses in 2018 and 1,379
were Z-codes (26%).51
The eMHP staff acknowledged that determining a Sailor was Not Physically Qualified
(NPQ) was at least a factor in diagnosis.52 The SUBPAC Force Psychiatrist, who
exercises oversight of the eMHP Clinic, explained that when disqualification decisions
are close, eMHP providers must have a good medical explanation for why they are
disqualifying a Sailor from submarine duty.53 The enlisted behavioral health technician
stated that they generally use Z-codes to avoid NPQ, but he believed these non-diagnoses
were accurate for submariners in most cases.54
The SUBPAC Force Medical Officer challenged the suggestion that the preference to
maintain patients on submarine duty affected the accuracy of diagnosis.55 Although some
eMHP staff acknowledged a predisposition toward Z-codes and a belief that Romero
would have received an Adjustment Disorder diagnosis at a military treatment facility
(MTF), they steadfastly maintained Romero’s case did not warrant a mental disorder
diagnosis during eMHP Clinic visits.56 The SUBPAC Force Medical Officer also
contended that the eMHP reduces risk because more Sailors get treatment earlier.57 The
higher rate of Z-codes may be attributable to providers being closer to the waterfront,
interacting more with Sailors, and intervening earlier before problems morph into mental
health disorders.58 In the SUBPAC Force Medical Officer’s opinion, the eMHP’s assets
include timely access to mental health care and submarine cultural competence.59
Opinion 3.1.1: The eMHP provider, the Force Psychologist, under-diagnosed and
inadequately managed Romero’s mental condition.60 An accurate diagnosis likely would
have disqualified Romero from submarine duty. 61
Opinion 3.1.2: Through early intervention and prevention, the eMHP is designed to
enhance resilience and well-being, but Romero’s care and eMHP Clinic diagnostic data
indicate a potential pattern of under-diagnosis to maintain patients on submarine duty.62
Opinion 3.1.3: The Force Psychologist did not properly supervise the behavioral health
technician’s care of Romero.63
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 Opinion 3.1.4: The eMHP staff behavioral health technician operated outside of his
clinical scope of practice, as delineated in the eMHP Submarine Force instruction.64
Opinion 3.1.5: The eMHP staff who treated Romero could not have reasonably predicted
his violent behavior.65 He had no prior history of violence, and he denied homicidal or
suicidal ideations.66 However, several factors increased risk of destructive behavior,
including significant occupational stress and lack of social support.67
Opinion 3.1.6: The eMHP Clinic’s lack of capability to receive outpatient referrals
through the electronic medical record system negatively impacted the transition of care.68
The eMHP Clinic and USS COLUMBIA MDR were not notified of Romero’s referral to
the eMHP Clinic after his March 4, 2019 TAMC emergency room visit.69
Recommendation 3.1.1: Command Surgeon, U.S. Fleet Forces Command, as Privileging
Authority, in coordination with Commander Submarine Forces, conduct a quality
assurance investigation into the clinical practice of the Force Psychologist with particular
attention to any pattern of under-diagnosis and the behavioral health technician’s scope of
practice without direct supervision.
Recommendation 3.1.2: BUMED, in coordination with Type Commanders, conduct a
comprehensive review of the eMHP to determine whether there is a broader pattern of
under-diagnosis and to clarify the proper role and scope of practice of behavioral health
technicians. The review should also include manning, patient/provider ratios, facilities,
and reporting tripwires to commands.
Recommendation 3.1.3: BUMED, in coordination with Commander Submarine Forces,
evaluate MANMED policy regarding Disqualifying Mental Health Conditions for
Submarine Duty.
Recommendation 3.1.4: Commander, Submarine Force, U.S. Pacific Fleet
(COMSUBPAC), install outpatient electronic record terminals in the NSSC eMHP Clinic
and request official clinic designation from TAMC in order to receive electronic referrals.

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 Finding 3.2 (Potential Contributing/Noncompliance/Deficiency): Contrary to the
Submarine Force eMHP instruction, the eMHP Clinic did not present a unified plan
among the chain of command, patient, and provider regarding Romero’s mental health
treatment as required.70 The eMHP Clinic staff did not collaborate with Romero’s chain
of command because he did not meet any exception to the Department of Defense (DoD)
policy on confidentiality.71 The eMHP Clinic staff’s interpretation of DoD policy
imposed a barrier on information sharing and collaboration with the chain of command.72
Discussion: Throughout Romero’s eight sessions at the eMHP Clinic from September to
November 2019, no one from the eMHP Clinic consulted with the USS COLUMBIA’s
chain of command.73 Although some members of Romero’s chain of command were
aware that Romero was receiving some type of counseling, they were not aware of any
particular concerns about his mental health, the frequency of visits, or safety plans
discussed with him.74 The MDR for the USS COLUMBIA, Romero’s primary care
provider and the person responsible for the ship’s medical program, denied any
knowledge of Romero’s eMHP Clinic visits before the shooting.75 When the MDR
completed Romero’s annual Physical Health Assessment (PHA)/Mental Health
Assessment (MHA) on October 9, 2019, Romero indicated “No” or “Not Applicable” on
every question related to mental health.76 If the MDR would have reviewed Romero’s
health records, they would have included his initial eMHP Clinic encounter.77
The cornerstone of the Submarine eMHP is the “Resiliency Approach” that is centered on
presenting a unified plan between the chain of command, patient, and mental health
provider.78 Not soliciting information from the command gives a one-sided picture and
limits the command’s ability to tailor leadership, support, and accommodation to the
member’s specific needs.79 The USS COLUMBIA chain of command had information
that could have aided Romero’s evaluation and treatment plan.80 For example, eMHP
providers might have learned more about Romero’s two previous visits to the TAMC
emergency room (a December 2018 visit for a motorcycle accident and the March 4,
2019 visit); his many counseling chits; the disciplinary review board (DRB) prior to his
last eMHP visit; his presence on the delinquent qualification list for over 6 months; the
frequency of his armed watches; and the fact that he rarely, if ever, socialized with any
USS COLUMBIA shipmates.81
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 DoD Instruction 6490.08 directs mental health providers to follow a presumption of not
informing a patient’s chain of command.82 If the presumption is not overcome by an
enumerated exception, then “there shall be no command notification.”83 If the
presumption is overcome, then the minimum amount of information is to be provided to
the commander to serve the purpose of the disclosure.84 Some of the nine exceptions
allowing for communication to the command are common, for example, harm to self or
harm to others.85 However, several of the exceptions are open to interpretation, and do
not provide amplifying guidance for mental health providers, such as “harm to mission,”
“conditions interfering with duty,” and “other special circumstances.”86 DoD Instruction
6490.08 does not address the use informed consent and waiver of confidentiality.87
The BUMED Psychological Health Advisory Board (PHAB) issued guidance and best
practices to help mental health providers interpret the DoD policy on confidentiality.88
The PHAB guidance emphasizes that recognizing the need for maintaining balance
between a patient’s confidentiality and a commanding officer’s need to know is most
important and that taking the time to have cooperative discussion with commanding
officers within the bounds of regulations has the potential “to markedly improve care,
ensure that high-risk personnel are identified and appropriately monitored, and improve
the relationship between commander and provider.”89 The guidance briefly addresses
consent in the context of recommended actions when a patient’s condition has qualified
for one of the exceptions, but does not address informed consent in other situations.90
During interviews, the eMHP staff relied on the DoD policy of confidentiality (often
quoting the instruction) to explain why they did not disclose Romero’s treatment with the
USS COLUMBIA chain of command.91 Their reasons for not informing the MDR on
USS COLUMBIA were less clear.92 However, the reasons seemed two-fold, manning
shortages at the eMHP Clinic and a belief that calling the MDR about a patient would be
the equivalent of informing the chain of command.93 The PHAB guidance provides that
the DoD Instruction 6490.08 does not apply to communication among medical providers
in the course of treatment, so such communication can happen relatively freely. 94
The SUBPAC Force Medical Officer candidly acknowledged that the current eMHP
practices do not involve enough command collaboration.95 Though he attributed the lack
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 of coordination mostly to manning shortages, he did concede that the “pendulum may
have swung too far” regarding the balance between collaboration and confidentiality in
favor of confidentiality. 96
The Submarine Force eMHP instruction provides that a team is comprised of the
following: (1) Mental health provider (clinical psychologist); (2) Senior corpsman (HM1
or HMC); and (3) Junior corpsman (HM3 or HM2).97 The current eMHP Clinic
authorized manning document includes all three of these billets, but the junior behavioral
health technician billet is the only one that is currently filled—and until recently on loan
from a nearby MTF.98 The eMHP provider who conducts the majority of patient care is
not in an eMHP billet but rather in the SUBPAC Force Psychologist billet.99 He is
effectively dual-hatted, but he spends most of his time at the eMHP Clinic.100 A 2019
Structure and Manning Decision Review (SMDR) process validated the need for a
psychologist provider at the eMHP Clinic, as authorized but not funded or filled.101
The eMHP records, at least initially, did not accurately reflect Romero’s access to
firearms on watch.102 The Force Psychologist who evaluated Romero on September 23,
2019 entered, “Patient does not have access to firearms” in the safety plan portion of the
electronic record.103 It was not until Romero’s third visit that the behavioral health
technician updated the safety plan to read, “Patient does not have access to firearms at
home.104 The patient was advised that if his conditions should worsen to talk to his
[chain of command] about being temporarily removed from standing an armed watch.” 105
The safety plans shows that eMHP informed Romero to self-report to his command if his
mental health condition worsened such that he should not be armed.106
Opinion 3.2.1: The DoD policy on confidentiality is central to removing the stigma of
seeking mental health treatment and building trust between medical providers and
patients.107 However, commanding officers have a clear need to know of any condition
that could impact Sailors’ abilities to safely and effectively execute their duties.108 A
better balance must be achieved between confidentiality and sharing information about
mental health especially where Sailors have access to firearms or conduct high-risk tasks.
Opinion 3.2.2: The eMHP Clinic’s interpretation of DoD policy on confidentiality
conflicts with the Submarine Force eMHP instruction that requires a unified plan among
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 the chain of command, patient, and provider.109 The use of informed consent (waiver of
confidentiality) to increase information sharing and collaboration between commanding
officers and providers would improve patient care and ensure that high-risk personnel are
identified and appropriately monitored consistent with medical ethics.110
Opinion 3.2.3: The eMHP Clinic manning levels also affect level of outreach,
information sharing, and collaboration with commands.111
Opinion 3.2.4: If the eMHP Clinic informed the USS COLUMBIA chain of command or
MDR that they advised “if Romero’s conditions should worsen to talk to his chain of
command about being temporarily removed from standing an armed watch” then the
chain of command may have been more likely to rescreen and remove Romero from
watchstanding following his DRB or XOI. 112
Recommendation 3.2.1: Commander Submarine Forces, in coordination with BUMED,
align eMHP practice to present a unified plan among the chain of command, patient, and
provider in accordance with the existing instruction. Use informed consent (waiver of
confidentiality) with patients to improve care, and as necessary, disclose information
through existing exceptions to DoD policy on confidentiality—specifically, the harm to
mission, special personnel, or other special circumstances.
Recommendation 3.2.2: BUMED PHAB issue guidance to mental health providers
concerning the proper use of informed consent outside of enumerated exceptions in DoDI
6490.08 to improve care, ensure that high-risk personnel are identified and appropriately
monitored, and improve the relationship between commander and provider. Seek change
to DoDI 6490.08 to expressly address informed consent to improve patient care.
Recommendation 3.2.3: BUMED, in coordination with Type Commanders, include
manning levels in comprehensive review of eMHP. See Recommendation 3.1.2.
1

This psychiatric case review conformed to BUMEDINST 6010.13 and did not incorporate quality assurance
records into his findings and recommendations. See BUMEDINST 6010.13 at ¶ 11.
2
Embedded Mental Health Submarine Guidebook § 1.2.
3
Id.
4
Id. at ¶ 2.
5
CSLCSPINST 6490.1, page 1 ¶ 2.
6
SI with CAPT (b)(6)
of 21 Jan 20 ¶7; SI with LCDR (b)(6)
of 15 Jan 20.

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 7

SI with CDR (b)(6)
of 15 Jan 20; TAMC Emergency Room Chronology of Care of 4 Mar 19; NCIS
Report of Investigation of 2 Jan 20, Exhibit 65 ¶ 12; NSSC Mental Health Notes of 30 Sep 19 to 26 Nov 19; SI with
CPT (b)(6)
, USA of 5 Feb 20.
8
NSSC Mental Health Clinic Encounters of 19 Nov 19 and 26 Nov 19; SI with HM2 (b)(6)
of 15 Jan 20.
9
TAMC Emergency Room Chronology of Care of 4 Mar 19; NSSC Mental Health Notes of 23 Sep 19 to 26 Nov
19.
10
TAMC Emergency Room Chronology of Care of 4 Mar 19.
11
SI with (b)(6)
of 5 Feb 20; TAMC Emergency Room Chronology of Care of 4 Mar 19.
12
TAMC Emergency Room Chronology of Care of 4 Mar 19; SI with (b)(6)
of 5 Feb 20.
13
SI with MMAC (b)(6)
of 14 Jan 20.
14
SI with CPT (b)(6)
, USA of 5 Feb 20; TAMC Emergency Room Chronology of Care of 4 Mar 19.
15
Id.
16
SI with CPT (b)(6)
, USA of 5 Feb 20.
17
SI with MMAC (b)(6)
of 14 Jan 20.
18
NCIS Report of Investigation of 2 Jan 20, Exhibit 33 ¶ 5.
19
NCIS Report of Investigation of 2 Jan 20, Exhibit 64 ¶ 3.
20
NSSC Mental Health Clinic Encounter of 23 Sep 19.
21
Id.
22
NCIS Report of Investigation of 2 Jan 20, Exhibit 68, Enclosure B.
23
Id.
24
Id.
25
Id.
26
NCIS Report of Investigation of 2 Jan 20, Exhibit 68, Enclosure B.
27
NSSC Mental Health Clinic Encounter of 23 Sep 19.
28
SI with CDR (b)(6)
of 15 Jan 20; Email from CDR (b)(6)
to LCDR (b)(6)
of 22
Jan 20.
29
SI with CDR (b)(6)
of 15 Jan 20.
30
SI with CDR (b)(6)
of 15 Jan 20; NSSC Mental Health Clinic Encounter of 23 Sep 19.
31
SI with CDR (b)(6)
of 15 Jan 20.
32
NSSC Mental Health Clinic Encounters from 30 Sep 19 to 26 Nov 19.
33
SI with HM2 (b)(6)
of 15 Jan 20.
34
NSSC Mental Health Clinic Encounters of 19 Nov 19 and 26 Nov 19; SI with HM2 (b)(6)
of 15 Jan 20.
35
NCIS Report of Investigation of 2 Jan 20, Exhibit 64 ¶ 13.
36
CSLCSPINST 6490.1, Chapter 2 ¶ 2.8.
37
Embedded Mental Health Submarine Guidebook § 7.5.
38
Id. at ¶ 3.
39
Id. at page 23 and 35; CSLCSPINST 6490.1, Chapter 2 ¶ 2.8; Defense Health Agency Healthcare Provider’s
Practice Guide for the Utilization of Behavioral Health Technicians, pages 2-3, 7-9, 12-14.
40
Forensic Psychiatric Case Review by Dr. (b)(6)
, CAPT, MC, USN.
41
SI with CDR (b)(6)
of 15 Jan 20.
42
Id.
43
Id.
44
Id.
45
Care Provider Data of 2018; Care Provider Data of 2019; CSLCSPINST 6490.1 § 1.1.
46
SI with HM2 (b)(6)
of 15 Jan 20.
47
NCIS Report of Investigation of 2 Jan 20, Exhibit 64 ¶ 6; U.S. National Comorbidity Survey Replication
Alegria, Margarita, Jackson, James S. (James Sidney), Kessler, Ronald C., and Takeuchi, David. Collaborative
Psychiatric Epidemiology Surveys (CPES), 2001-2003 [United States]. Ann Arbor, MI: Inter-university Consortium
for Political and Social Research [distributor]. https://doi.noclick_org/10.
3886/ICPSR20240.v8
48
Care Provider Data of 2018; Care Provider Data of 2019.
49
Id.
50
Makalapa Mental Health Encounter Data of 25 Feb 20.

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 51

Id.
SI with CAPT (b)(6)
of 21 Jan 20; SI with CDR (b)(6)
of 15 Jan 20; SI with LCDR
of
15
Jan
20;
SI
with
HM2
of
15
Jan
20.
(b)(6)
(b)(6)
53
SI with LCDR (b)(6)
of 15 Jan 20.
54
SI with HM2 (b)(6)
of 15 Jan 20.
55
SI with CAPT (b)(6)
of 21 Jan 20.
56
SI with HM2 (b)(6)
of 15 Jan 20; SI with CDR (b)(6)
of 15 Jan 20.
57
SI with CAPT (b)(6)
of 21 Jan 20.
58
Id.
59
SI with CAPT (b)(6)
of 21 Jan 20.
60
SI with HM2 (b)(6)
15 Jan 20; SI with CDR (b)(6)
of 15 Jan 20.
61
MANMED Chapter 15, § 15-106 ¶ k; Forensic Psychiatric Case Review by Dr. (b)(6)
, CAPT, MC,
USN.
62
NSSC Mental Health Clinic Encounters of 23 Sep 19 to 26 Nov 19.
63
Id.; SI with HM2 (b)(6)
of 15 Jan 20.
64
CSLCSPINST 6490.1 § 2.8.
65
SI with CPT (b)(6)
, USA of 5 Feb 20.
66
NSSC Mental Health Clinic Encounter of 23 Sep 19; DD Form 2807-1 of Romero, Gabriel Antonio
67
Forensic Psychiatric Case Review by Dr. (b)(6)
, CAPT, MC, USN.
68
SI with CPT (b)(6)
, USA of 5 Feb 20.
69
Email from CDR (b)(6)
to LCDR (b)(6)
of 22 Jan 20; SI with HM1 (b)(6)
of 15
Jan 20.
70
CSLCSPINST 6490.1 § 1.1 ¶ a.
71
NCIS Report of Investigation of 2 Jan 20, Exhibit 64 ¶ 4.
72
SI with LCDR (b)(6)
of 15 Jan 20; SI with LCDR (b)(6)
of 15 Jan 20.
73
SI with HM2 (b)(6)
of 15 Jan 20; SI with LCDR (b)(6)
of 15 Jan 20.
74
SI with ETRCS (b)(6)
of 17 Jan 20; SI with LCDR (b)(6)
of 17 Jan 20; SI with MMAC (b)(6)
of 14 Jan 20.
75
SI with HM1 (b)(6)
of 15 Jan 20.
76
PHA and MHA Assessment Electronic Record of HM1 (b)(6)
. [DoD ID number 154192886
identifies this record as Romero’s annual medical screening.]
77
DoDI 6200.06 § 3.3 ¶ b.
78
CSLCSPINST 6490.1 §1.1 ¶ a.
79
Id.
80
Record of Counselings for Romero, Gabriel Antonio; TAMC Emergency Room Chronology of Care of 4 Mar 19;
SI with MMA3 (b)(6)
of 13 Jan 20; SI with ETN1 (b)(6)
of 15 Jan 20.
81
Id.; TAMC Emergency Room Chronology of Care of 17 Dec 18; Motorcycle Mishap Safety Report for Romero,
Gabriel Antonio.
82
DoDI 6490.08 § 3 ¶ b.
83
Id. at ¶ b(1).
84
Id.at ¶ b(2).
85
Id. at Enclosure 2 § 1 ¶ b(1)-b(9).
86
Id.
87
DoDI 6490.08.
88
PHAB Information Paper, Guidance for Mental Health Providers in Communicating with Line Leaders.
89
Id. at Appendix A.
90
Id. at Appendix B, page 12.
91
SI with LCDR (b)(6)
of 15 Jan 20; SI with LCDR (b)(6)
of 15 Jan 20.
92
Id.
93
SI with HM2 (b)(6)
of 15 Jan 20; SI with LCDR (b)(6)
of 15 Jan 20; SI with CAPT (b)(6)
of 21 Jan 20.
94
PHAB Information Paper, Appendix A, page 8.
95
SI with CAPT (b)(6)
of 21 Jan 20.
52

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 96

Id.
CSLCSPINST 6490.1 § 2.2 ¶ a.
98
FLTMPS Billets and Authorized Assignments; Email from CAPT (b)(6)
to LCDR (b)(6)
of
5 Feb 20.
99
SI with CAPT (b)(6)
of 21 Jan 20; SI with CDR (b)(6)
of 15 Jan 20.
100
Id.
101
Email from CAPT (b)(6)
to LCDR (b)(6)
of 5 Feb 20; NSSC PH Activity Manpower
Document.
102
NSSC Mental Health Note Encounter of 23 Sep 19 and 30 Sep 19.
103
NSSC Mental Health Note Encounter of 23 Sep 19.
104
NSSC Mental Health Note Encounter of 8 Oct 19.
105
Id.
106
NSSC Mental Health Note Encounter of 23 Sep 19 to 26 Nov 19.
107
DoDI 6490.06 ¶ 4(b).
108
CSLCSP 6490.1, Chapter 1 § 1.1 ¶ a(2); Navy Regulations, Article 0802.
109
CSLCSPINST 6490.1 §1.1 ¶ a; DoDI 6490.08 § 3 ¶ b.
110
DoDI 6490.06; DoDI 6490.08; Ethical Principles of Psychologists and Code of Conduct § 3.09 and § 4.05.
111
SI with CAPT (b)(6)
of 21 Jan 20.
112
NSSC Mental Health Note Encounter of 8 Oct 19; SI with LT (b)(6)
of 17 Jan 20; SI with TMC
of
16
Jan
20.
(b)(6)
97

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 Chapter 4 - Arms, Ammunition, &
Explosives Program (AA&E)
This chapter examines USS COLUMBIA’s compliance with the Navy’s AA&E program
before Romero assumed armed watch on December 4, 2019. The AA&E program
requires personnel to be screened before assignment to duties involving control of or
unescorted access to AA&E.1 The screening policy is designed to ensure personnel who
are assigned such duties are mature, stable, and have shown a willingness and capability
to perform assigned tasks dependably.2 The procedures include initial screening before
assignment to AA&E duties, annual rescreening, and rescreening “when circumstances
indicate review would be prudent.”3

Regulatory Background
DoDD 5210.56 (Arming and Use of Force) establishes policy on the use of force and
carrying of firearms by Department of Defense (DoD) personnel.
SECNAVINST 5500.37 (Arming and Use of Force) establishes policy on the use of force
and the carrying of firearms by personnel of the Department of the Navy (DON).
OPNAVINST 3591.1F (Small Arms Training and Qualifications) establishes Navy policy
and prescribes minimum requirements for individual small arms training and
qualification.
OPNAVINST 5530.13D (Physical Security for Conventional AA&E) issues Navy policy
and guidance for the protection of conventional AA&E against loss or theft.
OPNAVINST 8023.24C (Personnel Conventional AA&E Handling Qualification and
Certification Program) provides Navy policy, assigns the responsibilities and issues
procedures for developing, implementing, and maintaining the Navy personnel AA&E
handling qualification and certification program.

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 CSLCSPINST C3300.3A (Submarine Antiterrorism (AT) Manual) implements
Submarine Force policy and guidance with respect to AT.
CSLCSPINST 5400.49 (Submarine Organization and Regulations Manual) defines the
standard duties and responsibilities of submarine watchstanders.
CSLCSPINST 8500.4D (Conventional Weapons Manual) implements Submarine Force
policy and guidance with respect to conventional weapons.
DD Form 2760 (Qualification to Possess Firearms or Ammunition) is used to obtain
information to determine if personnel have been convicted of a domestic violence crime
that would disqualify personnel from being issued a firearm.
OPNAV Form 5530/1 (Rev 8/2018) (Screening for Personnel Assigned AA&E Duties) is
used to screen personnel to ensure they are mature, stable, and show a willingness and
capability to perform assigned tasks dependably.

Findings-Opinions-Recommendations
Finding 4.1 (Potential Contributing/Noncompliance/Deficiency): Romero completed
required AA&E screening in September 2018 and qualified to stand the Topside Rover
Patrol watch in December 2018.4 He completed required annual rescreening in
September 2019, but OPNAV Instruction 5510.13C also requires rescreening “when
circumstances indicate a review would be prudent.”5 He was not rescreened on that basis
despite risk factors known to the Navy including his mental health;6 his (b) (6) health
issues;7 two single motor vehicle accidents (motorcycle and car) within a year; 8 general
isolation from his shipmates;9 delinquent qualifications;10 repeated counseling;11 a
disciplinary review board (DRB);12 a failure to advance to E-4;13 and an executive officer
inquiry (XOI) the day before the shooting.14 OPNAV Instruction 5530.13C and training
do not provide amplifying guidance on when circumstances require rescreening.15
Discussion: Romero was screened and qualified to carry a weapon on the Topside Rover
Patrol.16 He completed screening, became qualified for specific weapon(s), and qualified
for his particular watch assignment. 17
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 Initial Screening and Qualification
During check-in, the screening process required Romero to complete DD Form 2760
(Lautenberg), OPNAV Form 5530/1 (AA&E screening), and Ship’s Self Defense Force
(SSDF)/Reaction Force (RF) qualifications.18 Neither the SSDF/RF qualifications nor
AA&E screening address human factors specifically.
Romero completed SSDF/RF qualifications and AA&E screening in September 2018.19
The USS COLUMBIA medical department representative (MDR) had to conduct a
medical screening and attest that Romero did not have a psychiatric illness that required
medication.20 In addition, the weapons officer had to conduct an independent records
review of Romero’s Official Military Personnel File (OMPF) through the check-in and
SSDF/RF qualification process.21
To complete initial AA&E screening, Romero had to complete an in-person interview
with the weapons officer.22 The weapons officer explained that he assesses suitability by
going through the limited screening questions on OPNAV Form 5530/1 (see further
discussion below) and asking about weapons experience, stress levels, and any emotional
problems.23 The weapons officer was not required to consult with the MDR directly.24
He recalled Romero’s initial screening interview, and nothing raised concern.25
Romero qualified for Topside Roving Patrol watch on December 10, 2018.26 He was
qualified on the M-4 rifle and the M-9 pistol, and he requalified for these weapons when
required.27

Annual Rescreening
Romero completed annual AA&E rescreening on September 26, 2019, as required by
OPNAV Instruction 5530.13C.28 OPNAV Form 5530/1, which is used for screening and
rescreening, contains only three vague questions concerning “any derogatory information
noted in the personnel record;” “pending legal action and/or convictions;” and is the
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 “individual mature, stable, and does he/she show willingness and capability to be
assigned duties involving control of or unescorted access to AA&E?”29
The weapons officer did not receive any formal training on AA&E screening policy or
procedures before assuming responsibilities for the small arms program.30 He admitted
that he typically does not conduct personnel record reviews at annual rescreening because
he assumes that he is aware of concerns about particular Sailors at such a small
command.31 He has since corrected this practice and now does personnel record reviews
at rescreening.32 The annual AA&E rescreening procedures do not require a medical
record review.33 The investigation team did not find any information in Romero’s OMPF
that would have prompted his rescreening.
OPNAV Forms 5530/1 are to be kept for 6 months after a person transfers from an
assignment.34 However, the weapons officer’s practice is to discard previous OPNAV
Forms 5530/1 during the annual rescreening process because the initial screening and
annual rescreening procedures use the same form.35 The weapons officer did not
maintain Romero’s initial screening OPNAV Form 5530/1, but Nosis Continuing
Training and Qualification Software (CTQS) records documented his initial screening
and watch qualifications.36

Circumstances-Based Rescreening
OPNAV Instruction 5530.13C requires persons to be “mature, stable, and [to] have
shown a willingness and capability to perform assigned tasks dependably.”37 In addition
to an annual rescreening requirement, rescreening is required “when circumstances
indicate a review would be prudent.”38 Romero was not rescreened on that basis.39
According to OPNAV Instruction 5530.13C, “determination of which traits and actions
are disqualifying is at the discretion of the commanding officer and to contact CNO
(N09N3) or CMC (PS) for guidelines.”40 However, the investigation team confirmed
with OPNAV N4 staff that Navy does not have additional guidelines on disqualification,
and N09N3 is no longer an office code in OPNAV after staff reorganization.41 OPNAV
Instruction 5530.13C is under revision.42
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 From June to November 2019, Romero was counseled in writing or received extra
military instruction ten times for poor work performance and being late.43 One of his
written counseling chits, on September 11, 2019, was for inattentiveness and lack of
professionalism while on an unarmed Barge Security Watch.44 He was removed from the
barge watchbill and issued a formal watchstanding upgrade (i.e., he had to re-qualify).45
Romero was nearly complete but still delinquent on submarine qualifications by several
months.46 His poor performance actually made it more likely he would stand nontechnical armed watches due to his lack of technical competence in other areas.47
Romero went to DRB on November 21, 2019, where he began to cry when questioned by
the chief petty officers.48 He was informed on November 26, 2019, that he failed to
advance in paygrade to E-4.49 He went to XOI on December 3, 2019, the day before the
shooting, where he also began to cry.50 He was shown, but declined to sign, the formal
“Page 13” counseling form after XOI that warned him that he would go to commanding
officer’s (CO’s) non-judicial punishment (NJP) if he was late again.51
In addition to his performance and disciplinary issues, he was generally isolated from his
shipmates.52 His division chief arranged for him to get help at the Embedded Mental
Health Clinic (eMHP) in Pearl Harbor after the health of Romero’s (b) (6) declined and
Romero stopped expressing himself to the division chief. Romero went to the eMHP
Clinic for eight visits, beginning in September 2019, to learn coping skills related to his
and his (b) (6)
health problems.53
(b) (6)
Romero was also involved in two motor vehicle accidents within a year. He was in a
single motorcycle accident in December 2018, which was documented in his medical
record because of a minor injury, and a single car accident that damaged the front of his
car in November 2019, which was not documented in his medical record.54
Romero was never diagnosed with a mental disorder nor did he ever make any known
homicidal or suicidal ideations.55 He did not have a criminal record, and he had no
history of alcohol or drug abuse, financial problems, weapons mishandling, or known
interest in previous shooting incidents.56 He had no prior history of violence or
threatening violence.57
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 The USS COLUMBIA chain of command had varying degrees of awareness regarding
Romero’s risk factors.58 The CO could not recall if Romero was seeking mental health
counseling but was aware of his counseling chits from June to November.59 The
executive officer (XO) was aware of Romero seeking mental health counseling.60 The
XO was also aware of Romero’s counseling chits from June to November, his delinquent
qualifications, and his recent DRB and XOI.61 The chief of the boat (COB) was
generally aware of Romero’s mental health counseling, multiple counseling chits
(describing them as a “slow trend of minor issues”), DRB, and XOI.62
Romero’s department head, the engineering officer, was not tracking any of Romero’s
mental health appointments, and he was unaware of any details related to DRB or XOI. 63
He was aware of Romero’s concerns about his (b) (6) health.64 As part of the Barge
Security watchstanding upgrade, Romero had to conduct interviews.65 During Romero’s
department head interview, the engineering officer sympathized and offered resources to
Romero concerning his (b) (6) health, but he also explained that it was Romero’s
responsibility to let someone know if he could not stand watch.66
Romero’s auxiliary division officer was deployed on another submarine from August
2018 to March 2019.67 He was not aware of Romero’s mental health counseling.68 He
did not provide input for Romero’s DRB and XOI, but he was aware of them.69
Romero’s division chief was aware of Romero’s mental health counseling, his (b) (6)
health issues, the DRB, and the XOI.70 He stated that Romero’s performance was
inconsistent like a rollercoaster, and that he was not dependable.71 However, his
appearance was always clean and neat.72 The chain of command consistently described
Romero as quiet and private.73
The CO stated that he relied on the weapons officer to administer the small arms
program.74 However, the weapons officer was unaware of Romero’s mental health
counseling.75 The weapons officer described Romero as a below average Sailor.76 After
the shooting incident, the weapons officer and senior watch officer stated that they would
have removed Romero from armed watch if they had known of his mental health
counseling.77 The weapons officer stated that other Sailors had been removed (one-lined)
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 from the arms list two or three times, for suicidal ideations, medical, and domesticviolence (Lautenberg) issues.78
Romero was on the command triad’s informal list of high-risk Sailors as a precautionary
measure for his repeated tardiness and his (b) (6) health issues.79 The command triad
used the informal list to track crewmembers with family, medical, performance or
disciplinary issues.80
However, the CO, XO, and COB maintained they had no reason to remove Romero from
the armed watchbill.81 From their perspective, he was qualified and fit for submarine
duty and to stand the watch, and his continuing eMHP therapy demonstrated increased
access to care and reduced stigma associated with mental health treatment.82 The CO
stated that he thought the shooting incident was impossible to prevent.83
From 2017 to 2019, 4 of 9 suicides in the Navy involving service-issued weapons were in
the submarine force.84 Six Sailors in the submarine force have killed themselves with
service-issued weapons since 2015.85 Commander, Submarine Force Atlantic
(COMSUBLANT) and Commander, Submarine Force, U.S. Pacific Fleet
(COMSUBPAC) provided additional direction and guidance on screening of armed
watchstanders to commanding officers after the December 4, 2019 shooting incident.86
Opinion 4.1.1: The circumstances before Romero assumed the watch on December 4,
2019, indicated an arms rescreening would have been prudent.87 The chain of command
could not have known about Romero’s under-diagnosed mental disorder.88 However, the
risk factors still should have raised questions about Romero’s maturity, stability, and
dependability.89 The chain of command should have communicated with the weapons
officer and made a decision to rescreen and consider removing Romero from armed
watch based on the combination of Romero’s personal and work-related problems.90
Opinion 4.1.2: Romero was qualified, screened, and rescreened annually to stand the
Topside Rover Patrol watch.91 However, the weapons officer did not comply with
requirements to conduct an independent personnel records review during annual
rescreening and to maintain the initial OPNAV Form 5530/1.92 Romero’s OMPF would
not have included the counseling chits or the DRB and XOI records. If the weapons
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 officer had reviewed the OMPF, it would not have changed his annual rescreening
determination.93
Opinion 4.1.3: The AA&E screening policy, procedures, and training should clarify
vague screening and rescreening standards, and incorporate prevention principles, human
factors assessments, and decision points (tripwires) to help commanding officers make
more informed decisions about whether personnel should have access to service
weapons.94 Mental health treatment without a diagnosis should not be a tripwire by
itself, but should be considered a tripwire for rescreening if present with other factors
such as continuing poor performance, disciplinary actions, or family issues that raise
concerns about maturity, stability, or dependability.95
Opinion 4.1.4: Weapons officers should receive formal training on AA&E policy and
procedures before assuming responsibility for implementing small arms programs. 96
Recommendation 4.1.1: OPNAV N4 revise AA&E policy, procedures, and training
requirements on screening and rescreening to clarify vague standards and incorporate
prevention principles, human factor assessments, and tripwires for rescreening. Mental
health treatment without a diagnosis should not be a tripwire by itself, but should be
considered a tripwire for rescreening if present with other factors such as continuing poor
performance, disciplinary actions, or family issues.
Recommendation 4.1.2: COMSUBPAC issue clarifying guidance on record retention
requirements for OPNAV Form 5530/1.
Finding 4.2 (Potential Contributing/Noncompliance): Romero assumed security
duties as the Topside Roving Patrol without getting the required safety brief.97
Discussion: All personnel assigned, or who could be assigned, security duties must
receive a brief on weapons safety and security before assuming duties.98 Romero was not
present at duty section muster on December 4, 2019, because he was at the Fire Arms
Training Simulator (FATS) to conduct his semi-annual sustainment training. 99 The duty
section leader confirmed that Romero was expected to check in before reporting to his
watch station.100 He did not report to the duty section chain of command upon his return
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 to the submarine from FATS training, so he did not receive required briefs before
assuming watch.101 The security and safety brief consists of face-to-face interactions
with duty section leadership, an alcohol screening breathalyzer (a unit-level requirement),
and pass-down for the day.102 He did not receive this brief.103 An autopsy toxicology
report would later show he did not have alcohol or controlled substances in his system. 104
Opinions 4.2.1: The missed security and safety brief demonstrates a lack of procedural
compliance and was a missed opportunity for duty section leadership to assess Romero’s
suitability for watch before he was issued a firearm.105
Recommendation 4.2.1: USS COLUMBIA revise duty section procedures to ensure
armed watchstanders complete safety and security brief requirements before watch.
Recommendation 4.2.2: Fleet Commanders direct all submarine units to ensure duty
section procedures require armed watchstanders complete safety and security brief
requirements before watch.
1

OPNAV Form 5530/1; OPNAVINST 5530.13C § 0107 ¶ a.
OPNAVINST 5530.13C § 0107 ¶ a.
3
Id.
4
Nosis CTQS Record of Romero, Gabriel Antonio; NCIS Report of Investigation of 2 Jan 20, Exhibit 34, Enclosure
A and Enclosure C.
5
OPNAVINST 5530.13C § 0107 ¶ a.
6
SI with MMAC (b)(6)
of 14 Jan 20; SI with LCDR (b)(6)
of 17 Jan 20.
7
SI with MMAC (b)(6)
of 14 Jan 20; SI with ETRCS (b)(6)
of 17 Jan 20.
8
NCIS Report of Investigation of 2 Jan 20, Exhibit 43 ¶ 11; NCIS Report of Investigation of 2 Jan 20, Exhibit 53,
Enclosure C; SI with MMA2 (b)(6)
of 13 Jan 20; SI with MMA3 (b)(6)
of 13 Jan 20;
Motorcycle Mishap Safety Report for Romero, Gabriel Antonio.
9
SI with MMA3 (b)(6)
of 13 Jan 20; SI with MMAFN (b)(6)
of 13 Jan 20; SI with MMA2
of
13
Jan
20.
(b)(6)
10
SI with MMAC (b)(6)
of 14 Jan 20; Email from LCDR (b)(6)
to MTCS (b)(6)
of 21 Feb
20.
11
Record of Counselings of Romero, Gabriel Antonio.
12
SI with MMAC (b)(6)
of 14 Jan 20.
13
Profile Sheet of Romero, Gabriel Antonio.
14
SI with LCDR (b)(6)
of 17 Jan 20.
15
OPNAV 5530.13C, Enclosure 1 § 0107 ¶ a.
16
Nosis CTQS Record of Romero, Gabriel Antonio.
17
Id.
18
SI with LT (b)(6)
of 17 Jan 20.
19
Nosis CTQS Record of Romero. Gabriel Antonio; NCIS Report of Investigation of 2 Jan 20, Exhibit 34,
Enclosure A and Enclosure C.
20
Nosis CTQS Record of Romero, Gabriel Antonio; OPNAVINST 8023.24C at § 7 ¶ e(4).
21
Id.
2

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 22

CSLCSPINST 8500.4D § 3000 ¶ 7.
SI with (b)(6)
of 17 Jan 20.
24
Id.
25
Id.
26
Nosis CTQS Record of Romero, Gabriel Antonio.
27
USS COLUMBIA Small Arms Qualification Records; NOSIS Qualification Record of Romero, Gabriel Antonio.
28
OPNAVINST 5530.13C, Enclosure 1 § 0107; OPNAV Form 5530/1 Romero AA&E Screening of 26 Sep 19.
Note the OPNAV Form 5530/1 is not required by the current version of OPNAVINST 5530.13C, but it is required
by OPNAVINST 8023.24C at § 7 ¶ e(2). OPNAVINST 5530.13C is currently under revision and the new
OPNAVINST 5530.13D will require use of the OPNAV Form 5530/1. Use of the OPNAV Form 5530/1 for all
AA&E related duties is currently required by CSLCSPINST 8500.4D § 3000.
29
OPNAV Form 5530/1 Romero AA&E Screening of 26 Sep 19.
30
Memo to File, Discussion with CSS-7 Weapons Officer, of 20 Feb 20.
31
SI with LT (b)(6)
of 17 Jan 20.
32
Id.
33
Id.
34
CSLCSPINST 8500.4D § 3000 ¶ 5; OPNAVINST 5530.13C, Enclosure 1 § 0107.
35
Id.; Email from LT (b)(6)
to MTCS (b)(6)
of 21 Feb 20.
36
Nosis CTQS Record of Romero, Gabriel Antonio.
37
OPNAVINST 5530.1C, Enclosure 1 § 0107 ¶ a.
38
Id.
39
SI with LT (b)(6)
of 17 Jan 20; OPNAV Form 5530/1 Romero AA&E Screening of 26 Sep 19.
40
OPNAVINST 5530.1C, Enclosure 1 § 0107 ¶ a.
41
Email from CAPT (b)(6)
to CAPT (b)(6)
of 24 Jan 20.
42
Id.
43
Record of Counselings of Romero, Gabriel Antonio; NCIS Report of Investigation of 2 Jan 20, Exhibit 32,
Enclosure A.
44
Id. at 11 Sep 19.
45
Id.
46
Command Counseling Data SSN 771. Romero was listed as "in need of assistance" on the COLUMBIA
delinquent qualification list starting on 18 April 2019; SI with MMAC (b)(6)
of 14 Jan 20.
47
NCIS Report of Investigation of 2 Jan 20, Exhibit 53 ¶ 1.
48
SI with ETRCS (b)(6)
of 17 Jan 20; SI with MMAC (b)(6)
of 14 Jan 20.
49
Profile sheet of Romero, Gabriel Antonio.
50
SI with CDR (b)(6)
of 17 Jan 20; SI with LCDR (b)(6)
of 17 Jan 20; Record of Counselings of
Romero, Gabriel Antonio; Disciplinary Review Board Notes of 21 Nov 19.
51
NAVPERS 1626/7 Report and Disposition of Offenses of 3 Dec 19.
52
SI with MMA3 (b)(6)
of 13 Jan 20; SI with MMA3 (b)(6)
of 13 Jan 20; SI with FT1 (b)(6)
of 15 Jan 20.
53
NSSC Mental Health Clinic Encounters from 23 Sep 19 to 26 Nov 19.
54
NCIS Report of Investigation of 2 Jan 20, Exhibit 43 ¶ 11; NCIS Report of Investigation of 2 Jan 20, Exhibit 53,
Enclosure C; SI with MMA2 (b)(6)
of 13 Jan 20; SI with MMA3 (b)(6)
of 13 Jan 20;
Motorcycle Mishap Safety Report for Romero, Gabriel Antonio.
55
Id.; TAMC Emergency Room Chronology of Care of 4 Mar 19.
56
Electronic Questionnaires for Investigation Processing Request #24226751.
57
NSSC Mental Health Clinic Encounter of 23 Sep 19; DD Form 2807-1 of Romero, Gabriel Antonio.
58
SI with LCDR (b)(6)
of 17 Jan 20; SI with ETRCS (b)(6)
of 17 Jan 20; SI with MMAC (b) of
14 Jan 20.
59
SI with CDR (b)(6)
of 17 Jan 20.
60
Id.; SI with LCDR (b)(6)
of 17 Jan 20; SI with ETRCS (b)(6)
of 17 Jan 20; SI with MMAC (b)
of 14 Jan 20.
61
SI with LCDR (b)(6)
of 17 Jan 20.
62
Id.
23

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 63

SI with LCDR (b)(6)
of 13 Jan 20.
Id.
65
NCIS Report of Investigation of 2 Jan 20, Exhibit 32, Enclosure B.
66
SI with LCDR (b)(6)
of 13 Jan 20.
67
SI with LT (b)(6)
of 14 Jan 20.
68
Id.
69
Id.
70
SI with MMAC (b)(6)
of 14 Jan 20.
71
Id.
72
SI with TM3 (b)(6)
of 10 Jan 20.
73
SI with CDR (b)(6)
of 17 Jan 20; SI with LCDR (b)(6)
of 17 Jan 20; SI with ETRCS (b)
of 17 Jan 20; SI with LT (b)(6)
of 14 Jan 20; SI with MMAC (b) of 14 Jan 20.
(6)
74
SI with CDR (b)(6)
of 17 Jan 20.
75
SI with LT (b)(6)
of 17 Jan 20.
76
Id.
77
Id; SI with LT (b)(6)
of 16 Jan 20.
78
SI with LT (b)(6)
of 17 Jan 20.
79
SI with ETRCS (b)(6)
of 17 Jan 20.
80
Email from ETRCS (b)(6)
to LT (b)(6)
of 19 Feb 20.
81
SI with CDR (b)(6)
of 17 Jan 20; SI with LCDR (b)(6)
of 17 Jan 20; SI with ETRCS (b)
of 17 Jan 20.
(6)
82
Id.
83
SI with CDR (b)(6)
of 17 Jan 20.
84
Email from (b)(6)
to CAPT (b)(6)
of 17 Jan 20; USFF Suicide Statistics.
85
N17 Suicide Statistics 2015-2019.
86
COMSUBLANT/COMSUBPAC message of December 6, 2019.
87
SI with MMAC (b) of 14 Jan 20; SI with LCDR (b)(6)
of 17 Jan 20; SI with ETRCS (b)(6)
of
17 Jan 20.
88
See Findings 3.1 and 3.2 of this report.
89
SI with MMAC (b) of 14 Jan 20; SI with LCDR (b)(6)
of 17 Jan 20; SI with ETRCS (b)(6)
of
17 Jan 20.
90
SI with LT (b)(6)
of 17 Jan 20.
91
OPNAV Form 5530/1 Romero AA&E Screening of 26 Sep 19; Nosis CTQS Record of Romero, Gabriel Antonio;
DD Form 2760 of Romero, Gabriel Antonio.
92
OPNAVINST 5530.1C, Enclosure 1 § 0107; SI with LT (b)(6)
of 17 Jan 20.
93
SI with LT (b)(6)
of 17 Jan 20.
94
OPNAVINST 5530.13C, Enclosure 1 § 0107.
95
DoDI 6490.04 ¶ 3(a); OPNAVINST 5530.13C § 0107 ¶ a.
96
Memo to File, Discussion with CSS-7 Weapons Officer, of 20 Feb 20
97
SI with MMA2 (b)(6)
of 13 Jan 20; SI with LTJG (b)(6)
of 14 Jan 20; SI with LSC (b)(6)
of 16 Jan 20; CSLCSPINST C3300.3A, Tab E to Addendum 2; SSN771INST C3300.3 § Tab E ⁋ 1.
98
CSLCSPINST C3300.3A, Tab E to Addendum 2; SSN771INST C3300.3 § Tab E ⁋ 1.
99
SI with LSC (b)(6)
of 16 Jan 20; SI with TMC (b)(6)
of 16 Jan 20.
100
SI with ST2 (b)(6)
of 16 Jan 20.
101
Id.
102
SI with LSC (b)(6)
of 16 Jan 20; SI with LT (b)(6)
16 Jan 20.
103
SI with LSC (b)(6)
of 16 Jan 20.
104
SI with LSC (b)(6)
of 16 Jan 20; Toxicology Lab Report of Romero, Gabriel Antonio.
105
SI with LSC (b)(6)
of 16 Jan 20; SI with LT (b)(6)
16 Jan 20.
64

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 Chapter 5 - USS COLUMBIA Command
Climate
This chapter examines USS COLUMBIA’s command climate and other factors that
contributed to the command environment before the December 4, 2019 shooting incident.
The investigation team reviewed recent command climate assessments and external
assessments that consisted of command climate surveys, focus groups, and interviews.
The investigation team also reviewed Navy support programs as implemented aboard
USS COLUMBIA and conducted several interviews with the USS COLUMBIA
leadership and crew to examine factors such as morale, teamwork, and communication
that affect the overall “health” and effectiveness of the command.

Regulatory Background
DoDD 1350.2 (Department of Defense (DoD) Military Equal Opportunity (MEO)
Program) regulates the DoD MEO program and assigns responsibilities for ensuring
DoD-wide compliance with broad program objectives.
SECNAVINST 5350.16A (Equal Opportunity (EO) within the Department of the Navy
(DON)) implements the DON EO policy, and assigns related duties and responsibilities.
OPNAVINST 5354.1G (Navy EO Program Manual) issues policies and standards to aid
in the prevention of harassment and unlawful discrimination throughout the Navy,
defines requirements, and assigns responsibilities in the Navy EO program.
NAVADMIN 222/19 (Operational Stress Control Policy Update) announces Expanded
Operational Stress Control Program (E-OSC) that leverages Command Resilience Teams
(CRTs) and deckplate leadership.
NAVADMIN 254/19 (Culture of Excellence) explains the Chief of Naval Operation’s
vision of a “Culture of Excellence.”

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 Findings-Opinions-Recommendations
Finding 5.1 (Potential Contributing/Noncompliance/Deficiency): Command climate
assessments and external assessments show USS COLUMBIA’s command climate was
generally below average when compared to other submarines.1
Discussion: USS COLUMBIA entered Pearl Harbor Naval Shipyard (PHNSY) shipyard
in October 2018.2 In November 2018, USS COLUMBIA completed a command climate
assessment after a change of command, as required, and again in December 2019 to
fulfill the annual requirement.3 In October 2019, 48% of the crew completed the
Defense Organizational Climate Survey (DEOCS) as part of the 2019 command climate
assessment compared to 85% in 2018, a 37% decrease.4 Of those surveyed, 35.5% knew
of someone who “thought of” suicide and 6.6% knew someone who “attempted” suicide
in their organization.5 Thirty-four (34%) did not feel comfortable sharing difficulties
about work with immediate supervisors.6 The command was below submarine fleet
standards in 8 of 16 unit summary categories for command climate.7
The DEOCS asked short answer questions where the individual crewmembers could
provide anonymous answers.8 The dozens of comments included this anonymous
response to a question about sources of job-related stress:
“Not having a purpose and just being here to clean, we work in an industrial
environment, you can only sweep the decks so much. They take cleaning
way to [sic] serious for ship that is going through an overhaul and do not
hold shipyard workers accountable for the mess they leave. There is really a
lot more than a 1000 character block can hold. Everyday [sic] I have to
convince my self [sic] to get out of bed to come to work. I pray that on the
driver [sic] I get in a car accident and die. Often times I considering [sic]
putting my pistol in my mouth and ending it all or just throwing myself into
the dry dock basin. The command doesn’t listen, they ignore or refuse to
help someone until that person reaches the point where something bad
happens and then blame them for not getting help when people do not trust
most senior leadership because they cause most of the suffering.”9
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 The chief of the boat (COB) recalled reviewing the command’s informal list of high-risk
Sailors to see if the command triad could identify who made the comment to get the
person help.10 The informal list consisted of about 15-20 Sailors with family, medical,
performance or disciplinary issues who the command triad monitored for progress.11
Romero was on the list as a precautionary measure for his repeated tardiness and his
health issues, but Romero did not cross the COB’s mind at all when he reviewed
the DEOCS comments.12 Other Sailors worried the COB more at the time.13 The

(b) (6)

executive officer (XO) reported that the CRT discussed all the negative comments in the
DEOCS, including the suicide-related comment.14 The CRT collectively decided it was a
single Sailor, and not a widespread crew issue.15 The current Command Managed Equal
Opportunity (CMEO) Manager, a chief petty officer, shared the comment in the Chiefs
Quarters but never received any corroborating information.16 The XO did not believe
further suicide prevention training would help the crew because they had just completed
it in late September, three months earlier.17
The DEOCS included several other comments expressing frustration with shipyard
working conditions.18 The anonymous comments described unpredictable schedules, late
work hours, a lack of planning, last-minute tasking, and a focus on staying on schedule
by meeting shipyard expectations without considering the strain on the crew. 19
The commanding officer (CO) considered the DEOCS to be consistent with other
shipyard environments.20 In October 2019, contributing to this assessment, USS
COLUMBIA was ranked 6 of 13 submarines in shipyard Type Commander “People
Centered Metrics.”21 Furthermore, the USS COLUMBIA was on an upward trend
improving from 10 to 6 between April and October 2019. He developed a Plan of Action
and Milestones (POA&M) with the other members of the command triad after reviewing
the DEOCS results with other senior leaders on the submarine.22 The CO’s focus was
communicating the findings and emphasizing to the crew that his priority was their health
and well-being.23 The DEOCS assessment was debriefed to the crew before
Thanksgiving.24 The CO provided resources in various outlets (e.g., plan of the day, allhands calls).25 Throughout the year, the CO also held weekly CO calls where Sailors of
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 all paygrades are invited as well as smaller focus groups with each paygrade.26 He also
described the Chiefs Quarters as an absolute asset.27
On December 10, 2019, the CO submitted his command assessment report to his
Immediate Superior in Command (ISIC), Commander, Submarine Squadron SEVEN
(CSS-7).28 He described areas of concern as managing inconsistent, long work hours;
occupational stress; and crew fatigue due in part to the major overhaul and several
instances of unanticipated, time critical work that had burdened the crew.29 His
recommended corrective actions included enhancing transparency, expanding awards and
recognition, and maintaining open feedback channels.30 The CO conducted an in-person
debriefing with CSS-7, as required.31
CSS-7 did not question the POA&M concerning the DEOCS.32 From the ISIC
perspective, USS COLUMBIA was executing duties and meeting milestones, reliably
providing crewmembers to “hot fill” positions on other submarines, and effectively
balancing manning priorities.33 The negative comments did not reflect the overall status
of the ship.34 USS COLUMBIA was considered a good submarine that was working
through common shipyard problems, such as low morale, a lack of sense of belonging
among the junior Sailors, and a lack of commitment.35
USS COLUMBIA had conducted an earlier Type Commander-led Submarine Culture
Workshop in April 2019.36 The primary objective of the workshop was to identify
hazards that pose a risk to sustained operational excellence, which is “built on a
foundation of trust, integrity and leadership, created and sustained through effective
communication.”37 At the time, the vast majority of the crew believed the performance
of the USS COLUMBIA was on a downward trend (~80%) or at a low point (~10%)
driven by two main factors: loss of experienced personnel and being in a shipyard
environment.38 However, job satisfaction and quality of life was slightly positive.39
The CO’s philosophy, standards, and expectations were considered to be clearly
communicated throughout the chain of command.40 However, the crew viewed the
Chiefs Quarters as disengaged, lacking leadership, and not holding to the same standards
as the crew.41 Chiefs Quarters self-identified similar traits.42 Non-supervisory
watchstanders were viewed as inattentive, complacent, and lacking accountability. 43
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 The crew expressed trepidation in addressing mental health issues with some E-5 and
below crewmembers stating that they would be unwilling to seek help for mental health
issues due to fear of negative impacts on their security clearance or job.44 They also
described processes that support the care and feeding of the crew, including awards, the
indoctrination/sponsorship program, career development, and evaluations as adequate or
needing improvement.45 Discipline was described as lacking consistency, trending
toward less discipline, with the command unable to address delinquent qualifications.46
The crew participants described a healthy attitude and awareness towards alcohol, drugs,
hazing/harassment, sexual assault/violence, and discrimination/equal opportunity. 47
Commander, Submarine Force, U.S. Pacific Fleet (COMSUBPAC) also combines
submarine advancement data, reenlistment data, Sailor qualifications, unplanned Sailor
losses into “People Centered Metrics.” USS COLUMBIA over the past year has been
low in the bottom third of all operational fast-attack submarines and in the bottom half on
most reports for fast-attack submarines in a major shipyard availability.48 However,
beginning in August 2019, rankings in those reports began to trend upward.49
 March 2019: 44 of 50 in the bottom 33% of Pacific submarines.50
 In April 2019, USS COLUMBIA was moved into a separate category marked
Special Consideration Units” (for shipyard units) and ranked 10 of 13.
o May 2019 USS COLUMBIA was ranked 9 of 13.
o June 2019 USS COLUMBIA was ranked 10 of 13.
o July 2019 USS COLUMBIA was ranked 10 of 13.
o August 2019 USS COLUMBIA was ranked 6 of 12.
o September 2019 USS COLUMBIA was ranked 7 of 12.
o October 2019 USS COLUMBIA was ranked 6 of 13.51
In total, the surveys and assessments indicate shortfalls with monitoring and addressing
the well-being, morale, and stress levels of the crew.52
The investigation team also reviewed and found 16 of 18 shipboard support programs
compliant. The command sponsorship and mentorship programs were non-compliant.
The command sponsor coordinator does not have access to the Career Information
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 Management System (CIMS), and the command sponsorship program does not use the
Military and Family Support Center for assistance with required command training.53
In several interviews, crewmembers reported morale as generally good “for a shipyard
environment.”54
On November 12, 2019, the Chief of Naval Operations (CNO) released NAVADMIN
254/19 and described the drive toward a culture of excellence where Sailors feel
included, respected, and empowered.55 The message emphasized that the Navy must not
rely on reactive strategies that demand large amounts of time to target a relatively small
population but instead proactively prevent incidents from occurring in the first place.56
Opinion 5.1.1: The organizational culture tolerated a below-average command climate
because USS COLUMBIA was in an industrial environment. This cultural tolerance was
reflected in the crew’s comments, a separate category in “People Centered Metrics” for
submarines in the shipyard, and the ISIC’s reaction to the USS COLUMBIA’s belowaverage DEOCS results.57
Opinion 5.1.2: More intrusive leadership, teamwork, and communication is required in
more difficult environments such as extended maintenance periods in shipyards. Leaders
should foster a culture of excellence where Sailors feel included, respected, and
empowered regardless of location or operational status.58
Recommendation 5.1.1: USS COLUMBIA, in coordination with CSS-7, develop a more
comprehensive command climate POA&M, and bring sponsorship and mentorship
programs into compliance. Consider use of the Fleet Chief Petty Officer Training Team
to improve chief petty officer and first class petty officer leadership.
Recommendation 5.1.2: Commander Submarine Forces identify methods to improve
crew morale, and command climate for units in an industrial environment.

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 Finding 5.2 (Potential Contributing/Noncompliance/Deficiency): USS COLUMBIA’s
chain of command and medical department representative (MDR) did not share
information effectively regarding Romero’s disciplinary issues, medical/mental
condition, and family situation.59
Discussion: Romero wrote in his private journal and expressed to Embedded Mental
Health Clinic (eMHP) staff that he lacked a sense of belonging, felt alienated from his
shipmates, and walked into a working environment that was not the best.60 In his private
journal, he made apparent reference to shipmates as “dumb, fucking rats and animals”
who assumed he was “some horrible lazy, shitbag, that doesn’t give two shits about the
Columbia and the crew….”61 Romero described a hostile work environment to his
mother where he was frustrated with his prolonged submarine qualification process and
not being engaged in meaningful, productive work.62 Romero generally isolated himself
from his shipmates, but a third class petty officer described one episode in May or June
2019 where Romero was crying, and when the third class petty officer went over to talk
with him, Romero shared that he was tired of work, and people treating him badly and
calling him stupid.63
The CO did not recall being informed about Romero’s eMHP Clinic visits.64 The XO
and COB knew generally about them but did not know specific details.65 Romero’s
department head and division officer were unaware of them.66 Romero’s division chief
did know about them and demonstrated concern about Romero’s well-being.67 He met
him after his Tripler Army Medical Center (TAMC) emergency room visit in March
2019, and later coordinated with the COB to arrange an appointment for Romero at the
eMHP Clinic in September 2019.68
No one in Romero’s chain of command discussed his emergency room visit or his eight
eMHP Clinic visits between September and November 2019 with Romero’s primary care
provider, the USS COLUMBIA MDR.69 Romero’s division chief stated that Romero did
not want to go to the MDR, an enlisted corpsman (E-6), and that the MDR would often
tell Sailors to stop complaining.70 The COB admitted that the MDR could be brash with
junior Sailors, but he was a top performer.71 The CO thought the MDR did his job well.72
Others described the MDR as often absent for training but available when needed.73
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 The MDR reported that he normally sees fewer than five patients a month.74 The NSSC
Undersea Medical Officer (UMO) thought that number of patients was very low and
would expect the MDR to see at least five patients per month.75
The MDR denied any knowledge of Romero’s eMHP Clinic visits before the shooting.76
His lack of knowledge indicates that the he did not review Romero’s medical record
during Romero’s annual Preventive Health Assessment (PHA)/Mental Health
Assessment (MHA) on October 9, 2019, as required.77 Romero indicated “No” or “Not
Applicable” on every question related to mental health, which at the time was not
accurate.78 The MDR also previously failed to document a follow-up appointment to
Romero’s TAMC emergency room visit in December 2018 after a motorcycle accident. 79
The MDR had been counseled previously for not documenting patient care properly.80
Opinion 5.2.1: With information sharing and collaboration on Romero’s long-developing
problems, the chain of command may have taken more intrusive actions to direct
additional mental health evaluation or remove Romero from armed watchstanding.81
Opinion 5.2.2: The USS COLUMBIA MDR, as Romero’s primary care provider, did not
provide forceful backup to the chain of command concerning Romero’s mental health
treatment.82 At a minimum, the MDR should have known after Romero’s PHA/MHA on
October 9, 2019, about his March 2019 emergency room visit and his initial September
2019 eMHP Clinic visit.83
Recommendation 5.2.1: In combination with aligning eMHP practice to increase
information sharing with the chain of command, Commander Submarine Forces take
action as appropriate to increase communication and collaboration across the submarine
force concerning mental health.

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 Finding 5.3 (Noncontributing/Compliance/Deficiency): USS COLUMBIA’s CRT
conducted command climate assessments in accordance with OPNAV Instruction
5354.1G.84 However, unit-level CRTs with additional guidance and training can do more
to promote healthy command climates and Sailor well-being.85
Discussion: CRTs are designed to provide commanders with information and insight into
concerns of command personnel.86 CRT members each bring a different perspective on
the overall well-being, morale, and stress levels of the command.87
As noted in Finding 5.1, USS COLUMBIA conducted a command climate assessment
after a change of command in 2018 and an annual command climate assessment in 2019,
as required.88
The USS COLUMBIA CRT had the required membership, and held at least three
meetings in 2019.89 According to OPNAV Instruction 5354.1G, the mandatory CRT
membership includes the XO, one department head, one department leading chief petty
officer, command career counselor, personnel officer, legal officer, sexual assault
prevention and response point of contact (SAPR POC), drug and alcohol program advisor
(DAPA), command financial specialist (CFS), suicide prevention coordinator (SPC),
CMEO program manager, chaplain (if assigned), command diversity officer (if assigned),
mental health specialist (if assigned), and equal employment opportunity (EEO) specialist
(if assigned).90
The three critical components that forge an effective CRT are collaboration, climate
assessment, and engaged deckplate leadership.91 The current CRT guide provides a stepby-step approach to execute a command climate assessment but contains limited
guidance on how deckplate leaders identify stress indicators and potential risk of harm.92
NAVADMIN 222/19 announced that, as of October 1, 2019, an Expanded Operational
Stress Control (E-OSC) program “will empower and encourage the Navy community of
Sailors, civilians, and their families to identify signs of stress within themselves and other
and know where to turn for help.”93 The E-OSC will use CRTs and deckplate leadership
to “provide more accessible, collaborative resources and real-time assessment of unit
culture to promote healthy command climates and mitigate risk.”94
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 The focus of the E-OSC and CRTs will be to address the broad range of stressors
(relationships problems, career transitions, disciplinary/legal issues, performance issues,
and financial strain) that Sailors often experience.95 The CRTs are to adopt primary
prevention principles and human factors to give CRTs greater capability and
responsibility to assess overall well-being, morale, and stress-levels in commands.96
The current plan to train CRTs in the new E-OSC approach relies heavily on command
climate specialists (CCSs) and CMEO managers, and does not include other resources
like Fleet Chief Petty Officer Training Teams, Afloat Training Groups, or communityspecific training teams.97
Opinion 5.3.1: The E-OSC should be expedited, and training resources should be
augmented to incorporate primary prevention principles and human factors into CRTs.98
Opinion 5.3.2: The CRT instruction, guide, and training should be updated to incorporate
primary prevention principles and human factors, and training should be developed for
command leadership and Sailor development schools that is tailorable to communities
and their respective operational environments, platforms, and command compositions.99
Recommendation 5.3.1: OPNAV N17, in coordination with Echelon 2 Commanders,
revise the E-OSC training plan to incorporate leadership resources in addition to CCSs
and CMEO Managers.
Recommendation 5.3.2: OPNAV N17 update the CRT instruction and CRT guide to
incorporate guidance on primary prevention principles and human factors.
Recommendation 5.3.3: OPNAV N17 develop CRT training for command leadership
and Sailor development schools that is tailorable to platforms and across command
environments.
1

Defense Organizational Climate Survey Report of 2019, page 6-10; Submarine Afloat Cultural Workshop of April
2019; People Centered Metrics from March to October 2019.
2
USS COLUMBIA (SSN 771) FY19 Extended Overhaul Information Sheet.
3
OPNAVINST 5354.1G, Appendix I; Defense Organizational Climate Survey Report of 2019; Defense
Organizational Climate Survey Report of 2018.
4
Defense Organizational Climate Survey Report of 2019; Defense Organizational Climate Survey Report of 2018.
5
Defense Organizational Climate Survey Report of 2019, page 24.
6
Defense Organizational Climate Survey Report of 2019, page 13.

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 7

Defense Organizational Climate Survey Report of 2019, § 3 Overall Unit Summary.
Defense Organizational Climate Survey Report of 2019, Appendix B.
9
Defense Organizational Climate Survey Report of 2019, page 44.
10
SI with ETRCS (b)(6)
of 17 Jan 20.
11
Email from ETRCS (b)(6)
to LT (b)(6)
of 19 Feb 20.
12
SI with ETRCS (b)(6)
of 17 Jan 20.
13
Id.
14
SI with LCDR (b)(6)
of 17 Jan 20.
15
Id.
16
SI with MMACS (b)(6)
and FTC (b)(6)
of 21 Jan 20.
17
SI with LCDR (b)(6)
of 17 Jan 20.
18
Defense Organizational Climate Survey Report of 2019, Appendix B.
19
Defense Organizational Climate Survey Report of 2019, Appendix B, pages 33, 37-40, 43-49, 52-55, 60.
20
SI with CDR (b)(6)
of 17 Jan 20.
21
Id.
22
Id.
23
Id.
24
SI with YNS1 (b)(6)
of 13 Jan 20.
25
SI with CDR (b)(6)
of 17 Jan 20.
26
Id.; SI with MMACS (b)(6)
and FTC (b)(6)
of 21 Jan 20.
27
SI with CDR (b)(6)
of 17 Jan 20.
28
Command Climate Assessment (Plan of Actions and Milestones) Ltr of 10 Dec 19.
29
Id.
30
Id.
31
OPNAVINST 5354.1G; Appendix I; SI with MMACS (b)(6)
and FTC (b)(6)
of 21 Jan 20; SI
with CDR (b)(6)
17 Jan 20.
32
SI with CAPT (b)(6)
of 21 Jan 20; The CSS-7 Commodore was in command for one week at the start of
our investigation.
33
Id.
34
Id.
35
Id.
36
Submarine Cultural Workshop of April 2019.
37
Submarine Cultural Workshop of April 2019, Part 1, Primary Objectives.
38
Submarine Cultural Workshop of April 2019, Key Observations ¶ 1.
39
Id.
40
Submarine Cultural Workshop of April 2019, Key Observations ¶ 2.
41
Submarine Cultural Workshop of April 2019, Key Observations ¶ 5.
42
Id.
43
Submarine Cultural Workshop of April 2019, Key Observations ¶ 8.
44
Submarine Cultural Workshop of April 2019, Key Observations ¶ 9. See Finding 3.1.
45
Submarine Cultural Workshop of April 2019, Key Observations ¶ 10.
46
Id.
47
Submarine Cultural Workshop of April 2019, Key Observations ¶ 9.
48
People Centered Metrics from March to October 2019.
49
Id.
50
Id.
51
Id.
52
Defense Organizational Climate Survey Report of 2019; Defense Organizational Climate Survey Report of 2018;
Submarine Cultural Workshop of April 2019.
53
SI with YNS1 (b)(6)
of 13 Jan 20.
54
Id.; SI with MMAFN (b)(6)
13 Jan 20; SI with MMA1 (b)(6)
of 13 Jan 20; SI with MMAFN
of
13
Jan
20.
(b)(6)
55
NAVADMIN 254/19.
8

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 56

Id.
SI with CAPT (b)(6)
of 21 Jan 20; People Centered Metrics from March to October 2019.
58
NAVADMIN 254/19.
59
SI with HM1 (b)(6)
of 15 Jan 20; SI with MMAC (b)(6)
of 14 Jan 20; SI with LCDR (b)(6)
of 17 Jan 20.
60
NCIS Report of Investigation of 2 Jan 20, Exhibit 2, Enclosure D; NSSC Mental Health Clinic Encounter of 30
Sep 19.
61
NCIS Report of Investigation of 2 Jan 20, Exhibit 2, Enclosure D.
62
SI with (b)(6)
of 18 Jan 20.
63
SI with ETV3 (b)(6)
of 15 Jan 20; SI with MMA3 (b)(6)
of 13 Jan 20; NSSC Mental Health
Encounter of 8 Oct 19; SI with MMA3 (b)(6)
of 13 Jan 20; SI with MMN2 (b)(6)
of 13 Feb 20.
64
SI with CDR (b)(6)
of 17 Jan 20.
65
SI with ETRCS (b)(6)
of 17 Jan 20; SI with LCDR (b)(6)
of 17 Jan 20.
66
SI with LCDR (b)(6)
of 13 Jan 20; SI with LT (b)(6)
of 14 Jan 20.
67
SI with MMAC (b)(6)
of 14 Jan 20.
68
Id.
69
SI with ETRCS (b)(6)
of 17 Jan 20; SI with LCDR (b)(6)
of 17 Jan 20; SI with HM1 (b)(6)
of 15 Jan 20.
70
Id.
71
SI with ETRCS (b)(6)
of 17 Jan 20.
72
SI with CDR (b)(6)
of 17 Jan 20.
73
SI with FT1 (b)(6)
of 15 Jan 20; SI with MMAFN (b)(6)
of 13 Jan 20.
74
SI with HM1 (b)(6)
of 15 Jan 20.
75
Memorandum for the Record, Conversation with LT (b)(6)
of 16 Jan 20.
76
SI with HM1 (b)(6)
of 15 Jan 20.
77
PHA and MHA of 9 Oct 19; DoDI 6200.06 § 3.2-3.3.
78
PHA and MHA Assessment Electronic Record of HM1 (b)(6)
. DoD ID number 154192886
identifies this record as Romero’s annual medical screening.
79
SI with HM1 (b)(6)
of 15 Jan 20; TAMC Emergency Room Chronology of Care of 17 Dec 18;
Motorcycle Mishap Safety Report of Romero, Gabriel Antonio.
80
NSSC IDC Training Record, page 8.
81
SI with CDR (b)(6)
of 17 Jan 20; SI with LCDR (b)(6)
of 17 Jan 20; SI with ETRCS (b)
of 17 Jan 20; SI with MMAC (b)(6)
of 14 Jan 20; SI with HM1 (b)(6)
of 15 Jan
(6)20.
82
SI with HM1 (b)(6)
of 15 Jan 20.
83
Id.
84
SI with MMACS (b)(6)
and FTC (b)(6)
of 21 Jan 20.
85
NAVADMIN 222/19.
86
Command Resilience Team Guide, Introduction ¶ 1.
87
Command Resilience Team Guide, Part 1 ¶ 2.
88
OPNAVINST 5354.1G, Appendix I; Defense Organizational Climate Survey Report of 2019; Defense
Organizational Climate Survey Report of 2018.
89
Command Resilience Team Guide, Part 1 ¶ 2; SI with MMACS (b)(6)
and FTC (b)(6)
of 21 Jan
20.
90
Command Resilience Team Guide, Part 1 ¶ 2.
91
Command Resilience Team Guide, Introduction ¶ 2.
92
Command Resilience Team Guide of 26 Jun 18.
93
NAVADMIN 222/19.
94
NAVADMIN 222/19 ¶ 3(a).
95
NAVADMIN 222/19 ¶ 3(c).
96
NAVADMIN 222/19 ¶ 4.
97
NAVADMIN 222/19 ¶ 4(a).
98
NAVADMIN 222/19.
99
Command Resilience Team Guide of 26 Jun 18.
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 Chapter 6 - Personnel Security Program
(PSP) and Insider Threat Program (ITP)
This chapter examines the Department of the Navy (DON) PSP and ITP in the context of
the December 4, 2019 shooting incident. The PSP authorizes initial and continued access
to classified information and assignment to sensitive duties “to those persons whose
loyalty, reliability and trustworthiness are such that entrusting them with classified
information or assigning them to sensitive duties is clearly consistent with the interests of
national security.”1 DON insider threat policy is “to establish an integrated set of policies
and procedures to deter, detect, and mitigate insider threats before damage is done to
national security, personnel, resources, or capabilities.”2
The investigation team reviewed Romero’s medical, personnel, and security clearance
records, beginning from his screening before he joined the Navy through recruit and
accession training and the continuous evaluation program aboard USS COLUMBIA.
The investigation team also reviewed insider threat research and implementation actions
based on recommendations from recent Department of Defense (DoD) investigations,
including the Fort Hood and Washington Navy Yard (WNY) investigations.

Regulatory Background
DoDI 1438.06 (Department of Defense (DoD) Workplace Violence Prevention and
Response Policy) establishes DoD policy and assigns responsibilities for workplace
violence prevention and response policy regarding DoD civilian personnel.
DoDI 5145.03 (Oversight of the DoD PSPs) establishes policies and assigns
responsibilities for the oversight of DoD PSPs.
DoDI 5200.02 (DoD PSP) establishes policies, assigns responsibilities, and prescribes
procedures for the DoD PSP.

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 DoDI 5205.83 (DoD Insider Threat Management and Analysis Center (DITMAC))
establishes policy, assigns responsibilities, and prescribes procedures for the DITMAC,
which serves as the DoD’s enterprise-level capability for insider threat information
integration and management.
DoDM 5200.02 (Procedures for the DoD PSP) implements policy, assigns
responsibilities, and provides procedures for the DoD PSP.
SECNAVINST 5510.30C (DON PSP) establishes the DON PSP program and
supplements DoD PSP standards in DoDM- 5200.02 where needed.
SECNAV M-5510.30 (PSP) established specific DON PSP policy and provided
uniformity in the application of PSP polices in the DON (canceled on January 24, 2020).
SECNAVINST 5510.37A (DON ITP) establishes the DON ITP, promulgates policy,
defines governance, and assigns responsibilities.
ALNAV 040/16 (DoD Continuous Evaluation Program (CEP)) announces to DON
Personnel that the DoD CEP is active and will use automated records checks of
authoritative data from DoD, other government, and commercial sources.
OPNAVINST 5510.165A (Navy ITP) issues policy, assigns responsibilities, and
institutes the Navy Insider Threat Board of Governance (NITBOG).

Findings-Opinions-Recommendations
Finding 6.1 (Noncontributing/Compliance): Security officials complied with PSP
policies during Romero’s recruitment, training, and initial adjudication of his clearance.3
Discussion: Nothing in Romero’s pre-service history or behavior during training violated
Navy’s security clearance adjudication guidelines.4 At the time of his enlistment and
start of active-duty service on December 11, 2017, Romero had no documented mental or
physical medical conditions that would have disqualified him from military service.5 In
addition, Romero had no criminal record.6 He successfully completed the Armed
Services Vocational Aptitude Battery (ASVAB) examination with a score of 51 and was
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 processed into military service at Military Entrance Processing Station (MEPS) San
Antonio, Texas.7 The minimum ASVAB score required for enlistment in the active-duty
Navy for non-prior service applicants is 31.8
Romero satisfactorily completed all training, standard mental health screening, and
related testing during enlisted basic training at Recruit Training Command (RTC) in
Great Lakes, Illinois, and at Naval Submarine School, in Groton, Connecticut.9 During
initial days at RTC, mental health providers from the Captain James A. Lovell Federal
Health Care Center (FHCC) Recruit Evaluation Unit (REU) screen new recruits at basic
training.10 The REU conducts comprehensive mental health evaluations to determine
suitability for service.11
The Basic Enlisted Submarine School (BESS) in Groton partners with Naval Submarine
Medical Research Laboratory (NSMRL) to administer the SUBSCREEN test to measure
prospective submariners on traits that may be incompatible with service in the submarine
force (e.g., anxiety, depression, suicidal thoughts).12 If a potential submariner exceeds
one or more of the test’s referral methods, that person is referred to a mental health
technician for an interview.13 Romero’s test results did not meet the criteria for a
referral.14 BESS updated the normative population that is used to determine significant
deviation from the average submariner in January 2019 after Romero attended the
school.15 The test is currently being modernized such that prospective submariners will
be evaluated using the Minnesota Multiphasic Personality Inventory (MMPI) and a
supplemental, submarine-specific risk assessment tool.16 The MMPI is a clinical
assessment of current psychopathology that is frequently used by law enforcement and
other public safety organizations to identify those who have characteristics incompatible
with the respective services.17 The supplemental risk assessment tool will include factors
previously identified as predictive of mental health outcomes as well as new context that
measure qualities and characteristics unique to the submarine environment.18
On January 24, 2018, before Romero completed basic training at RTC Great Lakes, DoD
Consolidated Adjudications Facility (DoD CAF) closed Romero’s initial adjudication and
granted him a Secret (T3) security clearance.19 In filling out his electronic questionnaire
for investigation processing (e-QIP), Romero answered negatively on all the section 21
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 questions related to psychological and mental health.20 In interviews after the shooting,
Romero’s mother reported he had no mental health treatment or pre-service mental health
concerns, which was consistent with his enlistment screening.21 The investigation team
was unable to uncover any documented mental health counseling before Romero reported
to USS COLUMBIA on June 28, 2018.22
Opinion 6.1.1: In the context of PSP policies and guidelines, nothing screened Romero
from joining the Navy, obtaining a clearance, and qualifying for submarine duty.23
Opinion 6.1.2: Although no potential threat indicators were apparent when Romero
joined the Navy, adjudicative guidelines and the security clearance process should be
continuously improved based on reviews of previous insider threat incidents.24
Recommendation 6.1.1: DoD CAF audit the initial clearance adjudication of Romero to
determine whether adjudicative guidelines and clearance processes should be revised.
Recommendation 6.1.2: Naval Education and Training Command (NETC), in
coordination with BUMED, review this report to identify potential improvements to
mental health screening procedures at RTC and accession training.
Finding 6.2 (Noncontributing/Compliance/Deficiency): Security managers complied
with PSP policies related to the continuous evaluation program (CEP) during Romero’s
time on USS COLUMBIA.25 The CEP thresholds for questionable judgment,
untrustworthiness, and unreliability, as established by SECNAV M-5510.30, generally
did not create a decision point absent other reportable behavior.26
Discussion: Commands are required to implement a proactive CEP.27 When
questionable or unfavorable information becomes available concerning a person who has
been granted access to classified information or assigned to sensitive duties, commands
will report that information through the Joint Personnel Adjudication System (JPAS).28
Potential criteria that may have prompted a JPAS incident report would have been
criminal conduct; apparent mental, emotional or personality disorder(s); conduct
involving questionable judgement, untrustworthiness, unreliability or unwillingness to
comply with rules and regulations; or unwillingness to cooperate with security clearance
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 processing.29 The USS COLUMBIA security manager stated that written counseling
chits and one executive officer inquiry (XOI) appearance generally do not warrant a
JPAS incident report (depending on the underlying conduct).30 Mental health issues also
do not lead to an incident report absent a provider’s diagnosis or suicidal ideations.31
Removal of access or suspending of a submariner’s security clearance in practice is
equivalent to removing them from submarine duty.32 A Sailor cannot be on a submarine
without a fully adjudicated Secret security clearance (T3).33
The Commander, Submarine Force, U.S. Pacific (COMSUBPAC) security manager
confirmed that, based on the guidance he provides subordinate units, Romero would not
have prompted a JPAS incident report from the unit security manager.34 Romero’s
division, supervisors, and shipmates described him as an introverted, quiet person.35
Several shipmates stated Romero’s behavior was consistent from when he reported to
USS COLUMBIA until the shooting incident.36 Several shipmates stated they never
questioned or observed Romero behave in a way that would have caused them to consider
him a security threat.37 A review of Romero’s social media accounts resulted in no
pertinent information that would have prompted any reports relating to a security issue.38
However, as discussed in Finding 6.3 below, Romero did demonstrate some potential risk
indicators. The 2009 DoD Fort Hood investigation found that vague adjudicative
guidelines did not provide commanders and their personnel with clear distinctions or
thresholds for what constitutes information that should be forwarded absent other
reportable behavior.39 Vague criteria reflect “whole person” evaluations that are
characterized by shades of gray.40 Limitations on definitions of questionable behaviors
result in aversion to reporting potentially adverse information that does not cross other
reporting thresholds once a clearance has been granted.41
Since the December 4, 2019 shooting incident, SECNAV Instruction 5510.30C canceled
SECNAV M-5510.30.42 The applicable CEP reporting guidelines are in DoDM
5200.02.43 Information that suggests a person may have an “emotional, mental, or
personality condition that can impair judgment, reliability, or trustworthiness will be
reported to the supporting adjudication facility.”44 This reporting requirement contains a
non-exhaustive list of ten indicators including, among other things, a report that a person
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 sought treatment for a mental, emotional, or substance abuse condition (commensurate
with reporting limitations of Section 21 on Standard Form 86); direct or indirect threats
of violence, physical altercations, assaults, or significant destruction of U.S. Government
property; abrupt changes in appearance or behavior suggesting impaired judgment or
stability (e.g., deteriorating physical appearance or self-care, or social withdrawal);
suicide threats, attempts, or gestures, or actions; and a catch-all category of “any other
behaviors which appear to be abnormal and indicate impaired, judgment, reliability or
maturity.”45 Commanders are encouraged to ensure all personnel are aware that seeking
behavioral and other types of counseling is a positive step in supporting continued
security eligibility.46
As a result of the WNY shooting and other events, the DoD accelerated deployment of
the automated CEP.47 The automated CEP uses records checks of data from government
and commercial sources to review the backgrounds of persons who have been determined
eligible for access to classified information or assignment or retention in a sensitive
position to determine whether those persons continue to meet personnel security
standards.48 Romero was not enrolled in the automated CEP because he was not within a
class of personnel that had been phased into the system.49 However, no evidence
suggests an alert would have occurred in the automated CEP, which complements other
CEP efforts and does not replace unit-level responsibilities.50
Opinion 6.2.1: The chain of command and security managers with responsibility for
Romero did not have a requirement under reporting thresholds established in SECNAV
M-5510.30 to initiate a JPAS incident report, remove his access to classified information,
or suspend his security clearance.51
Opinion 6.2.2: The thresholds for questionable judgment, untrustworthiness, and
unreliability, as established by SECNAV M-5510.30, were too vague to result in JPAS
incident reports of questionable or unfavorable information in most situations absent
other reportable behavior.52
Opinion 6.2.3: Romero likely would not have prompted a JPAS report under the more
detailed CEP reporting requirements in DoDM 5200.02.53 Further clarifying definitions
on general catch-all categories concerning judgment, reliability, trustworthiness, and
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 maturity as well as amplifying guidance through training would aid unit-level decisionmaking in the CEP.
Opinion 6.2.4: Romero’s potential risk indicators did not meet reporting thresholds in the
CEP, but reporting guidelines should be continuously improved based on review and
lessons learned from insider threat incidents.54
Recommendation 6.2.1: DoD CAF use this incident as a case study to evaluate CEP
reporting thresholds. Further define catch-all categories or provide illustrative examples
through amplifying guidance and training to aid unit-level decision-making.
Finding 6.3 (Potential Contributing/Noncompliance/Deficiency): Romero constituted
an insider threat.55 Romero demonstrated potential risk indicators to shipmates that were
not significant enough to prompt reports through any established insider threat reporting
procedures or to law enforcement, but they should have been reported to supervisors.56
Discussion: The DON established the DON ITP in 2013.57 The Fiscal Year 2017
National Defense Authorization Act (NDAA) expanded the insider threat definition from
threats related to the unauthorized disclosure of classified information to also include
threats from a person with authorized access who “commits a destructive act, which may
include physical harm to another in the workplace.”58
As part of the DON ITP, DON policy requires, among other things, establishment of a
single DON Insider Threat Hub to serve as an integrated capability to monitor and audit
information; implementation of Prevention, Assistance, and Response (PAR) or PAR-like
capabilities and synchronization of these capabilities with the DON ITP; and insider
threat training and awareness for all DON personnel.59
DON personnel are responsible for reporting activity that could cause harm to national
security through “physical harm to another in the workplace resulting in loss or
degradation of resources and capabilities.”60 OPNAV Instruction 5510.165A, which
predates SECNAV Instruction 5510.37A, requires Echelon 2 Commanders to develop
procedures for reporting insider threats through the chain of command to Navy ITP

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 “analytic and response centers.”61 The DON Insider Threat Hub recently achieved initial
operational capability (IOC) in October 2019.62
The DON Insider Threat Hub mostly uses existing programs and data streams to monitor
and audit information.63 Consistent with this concept, the current Naval Office of
Inspector General checklist for insider threat assessments is not a specific separate
program review but part of other program reviews, such as the PSP and Arms,
Ammunition, and Explosives (AA&E) Program, among others.64
The investigative team reviewed previous instances of insider threats involving
workplace violence and insider threat research.65 The investigation team also reviewed
DON Counterintelligence and Insider Threat Awareness and Reporting training, DoD
Antiterrorism Level I training, the “Key Indicators of Potentially Violent behavior”
attachment to the Deputy Secretary of Defense’s February 2, 2017 memorandum
concerning PAR capabilities, and other insider threat decision aids.66 Based on that
review, these facts are notable about Romero’s potential insider threat indicators:
 He was isolated and withdrawn from his shipmates, and he stopped expressing
himself to his division chief;67
 He expressed to one shipmate in May or June 2019 that he was tired of work and
angry about shipmates mistreating him and calling him stupid;68
 He reacted angrily and yelled when, in late August or early September 2019, a
shipmate suggested counseling support to Romero when he appeared stressed.69
 A lieutenant noticed Romero had scratched knuckles, and Romero told him it was
from hitting a locker.70
 He exhibited unusually poor work performance. He was delinquent on
qualifications and had ten counseling chits, the second most in the command.71
 He was notified in late November 2019 that he did not advance to E-4.72
 He had ongoing disciplinary problems. He went to a disciplinary review board
(DRB) in late November and to executive officer inquiry (XOI) the day before the
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 shooting.73 The executive officer (XO) warned him that he would go to
commanding officer’s non-judicial punishment if he was late again for work.74
On the other hand, Romero did not exhibit the vast majority of other indicators of
potentially violent behavior. He had no prior history of violent behavior or of threatening
violent behavior.75 He never expressed homicidal or suicidal thoughts.76 He had no
record of alcohol or drug abuse, criminal affiliations, financial problems, weapons
mishandling, or interest in previous shooting incidents.77
USS COLUMBIA conducted insider threat training in 2019.78 They were able to
articulate indicators when asked, and several Sailors who worked with Romero regularly
explained why he did not exhibit enough indicators such that they ever felt concerned.79
To borrow from a previous physical security assessment report after the WNY shooting,
“Real world experience has shown that the threshold at which an individual exhibits
behavior aberrant enough to warrant intervention by his coworkers or supervisors is
above the level of behavior that may actually be indicative of real risk—particularly
when evaluated during post-incident forensics.”80
SECNAV Instruction 5510.37A requires PAR or PAR-like capabilities to be
implemented at installations, including bases, stations, and joint bases, and other
designated-organizations, but that requirement is not implemented through an update to
OPNAV Instruction 5510.165A.81 The PAR framework requires information sharing
between installation and organizational commanders and DoD component Insider Threat
Hubs on personnel at risk of potentially violent behavior.82 The PAR framework does
not create new capabilities but instead requires DoD components to use and synchronize
existing support functions to help personnel at risk of potentially violent behavior.83
Opinion 6.3.1: No one could not have reasonably predicted Romero’s violent behavior
on December 4, 2019, but he did demonstrate potential risk indicators that should have
been reported to supervisors.84
Opinion 6.3.2: This incident should be incorporated into DON insider threat awareness
and reporting training to increase content on reporting workplace violence.85 The

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 shipmates’ encounters with Romero are examples of the key principle of threat
management, which is “see something, say something.”86
Opinion 6.3.3: Prevention (e.g., PAR-like capabilities) should augment predictive tools
to help prevent workplace violence.87 Command Resilience Teams (CRTs) may offer
existing PAR-like capabilities at the unit level especially after the Expanded Operational
Stress Control (E-OSC) program incorporates prevention principles and human factors.88
Opinion 6.3.4: If shipmates would have reported potential risk indicators to supervisors,
the chain of command may have aggregated them with other known risk factors to
recognize that circumstances warranted his rescreening for armed watchstanding.89
Recommendation 6.3.1: Director, Navy Staff (DNS) and Echelon 2 Commanders, in
coordination with DON Insider Threat Hub, use this incident as a case study when
developing fleet reporting procedures to the DON Insider Threat Hub as it works toward
full operational capability.
Recommendation 6.3.2: The Naval Criminal Investigative Service (NCIS) incorporate
this incident, including the indicators into DON Insider Threat Training.
Recommendation 6.3.3: DNS, in coordination with DON Insider Threat Hub, consider
use of the E-OSC program and CRTs when implementing PAR-like capabilities at the
installation and organization-level. See Finding 5.3.
1

SECNAV M-5510.30 § 1-1 ¶ 2.
SECNAV 5510.37A § 6.
3
USMEPCOM PCN 680-3ADP, Processee/Enlistee Record of Romero, Gabriel Antonio; JPAS for Romero, Gabriel
Antonio.
4
DD Form 1966/2 of Romero, Gabriel Antonio; SECNAV M-5510.30, Appendix G-1; MANMED § 15-106.
5
DD Form 2807-1 of Romero, Gabriel Antonio.
6
Electronic Questionnaires for Investigation Processing Request #24226751.
7
DD Form 1966/2 of Romero, Gabriel Antonio.
8
Email from CMDCM (b)(6)
to LN1 (b)(6)
of 25 March 20.
9
BESS Training Summary for Romero, Gabriel Antonio; Email from CAPT (b)(6)
to CDR (b)(6)
of 24 Jan 20; NRTC Response of 16 Jan 20; Federal Health Center Response of 22 Jan 20 (included Recruit
Evaluation Unit (REU) Standard Operating Procedures).
10
NRTC Response of 16 Jan 20; Federal Health Center Response of 22 Jan 20.
11
Federal Health Center Response of 22 Jan 20.
12
Email from CAPT (b)(6)
to CDR (b)(6)
of 24 Jan 20
13
Id.
14
Id.
15
Id.
2

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 16

Id.
Id.
18
Id.
19
Electronic Questionnaires for Investigation Processing Request #24226751.
20
Id at § 21.
21
SI (b)(6)
of 18 Jan 20.
22
Email from CAPT (b)(6)
to CDR (b)(6)
of 24 Jan 20; NRTC Response of 16 Jan 20.
23
Id.; Electronic Questionnaires for Investigation Processing Request #24226751; USMEPCOM PCN 680-3ADP,
Processee/Enlistee Record of Romero, Gabriel Antonio; JPAS for Romero, Gabriel Antonio.
24
DON WNY Shooting Investigation (2013), ¶ 7.1.6, page 111; DoD Independent Review of the WNY Shooting,
November 2013; Defense Science Board Task Force: Predicting Violent Behavior (2012), page 6.
25
SECNAV M-5510.30, Exhibit 10A.
26
Id.
27
SECNAV M-5510.30 § 8-1 ¶ 6.
28
Id. at Exhibit 10A.
29
Id.; SECNAV M-5510.30, Appendix E.
30
SI with LT (b)(6)
of 16 Jan 20.
31
Id.; SI with (b)(6)
of 14 Jan 20.
32
SI with (b)(6)
of 14 Jan 20.
33
Id.
34
Id.
35
SI with MMN2 (b)(6)
of 15 Jan 20; SI with LT (b)(6)
of 14 Jan 20; SI with MMAC (b)(6)
of 14 Jan 20; SI with MMACS (b)(6)
and FTC (b)(6)
of 21 Jan 20.
36
SI with MMAC (b)(6)
of 14 Jan 20; SI with HM1 (b)(6)
of 15 Jan 20; SI with MMA3
13 Jan 20.
(b)(6)
37
SI with YNS1 (b)(6)
of 13 Jan 20; SI with TM3 (b)(6)
of 10 Jan 20; SI with MMA3 (b)(6)
of 13 Jan 20.
38
NCIS Report of Investigation of 2 Jan 20, Exhibit 70.
39
Protecting the Force: Lessons from Fort Hood (2010), Finding 2.2, page 13 (citing various service regulations
including SECNAV Instruction 5510.30B Personnel Security Program).
40
Id.
41
Id.
42
SECNAVINST 5510.30C (canceled); SECNAV M-5510.30.
43
Id. at Enclosure 12; DoDM 5200.02, § 11.1.
44
DoDM 5200.02, § 11.1.c(4).
45
Id.
46
SECNAVINST 5510.30C, Enclosure 12, ¶ 1.d(1).
47
ALNAV 040/16, DoD Continuous Evaluation Program; DON WNY Shooting Investigation, page 110-112.
48
ALNAV 040/16, DoD Continuous Evaluation Program.
49
SI with (b)(6)
of 14 Jan 20.
50
SECNAV M-5510.30 § 10-6; Executive Order 13764, Amending the Civil Service rules, EO 13488, and EO
13467 to Modernize the Executive Branch-Wide Governance Structure and Process for Security Clearances,
Suitability and Fitness for Employment, and Credentialing, and Related Matters, at Section 3(e).
51
SI with (b)(6)
of 14 Jan 20; SI with LT (b)(6)
of 16 Jan 20.
52
SECNAV M-5510.30, Exhibit 10A.
53
DoDM 5200.02, § 11.1.c(4).
54
DON WNY Shooting Investigation (2013), ¶ 7.1.6, page 111; DoD Independent Review of the WNY Shooting,
November 2013; Defense Science Board Task Force: Predicting Violent Behavior (2012), page 6.
55
National Defense Authorization Act for Fiscal Year 2017 § 95. 1; SECNAVINST 5510.37A
56
Id.
57
SECNAV 5510.37 of 8 Aug 13 (Canceled); SECNAV 5510.37A.
58
National Defense Authorization Act for Fiscal Year 2017, Subtitle F “Other Matters” § 951 ¶ (f)(b)(ii).
59
SECNAVINST 5510.37A § 6 ¶ c.
17

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 60

Id. at ¶ 7.
OPNAVINST 5510.165A § 7 ¶ n(2).
62
SECNAVINST 5510.37A ¶ 6(c); UNSECNAV Memo of 2 May 19.
63
SECNAVINST 5510.37A, ¶ 7.
64
NAVINSGEN Security Team Inspection Management Checklist for Echelon Two Commands (revised April
2018, For Official Use Only).
65
Greitzer and Hohimer, Modeling Human Behavior to Anticipate Insider Attacks, Journal of Strategic Study, Vol.
4, No. 2, pp. 25-48 page 27; Greitzer, et al., Developing an Ontology for Individual and Organizational
Sociotechnical Indicators of Insider Threat Risk, Semantic Technology for Intelligence, Defense, and Security
(STIDS) Conference Paper (Nov 2016); Defense Science Board Task Force: Predicting Violent Behavior (2012).
66
See, e.g., Center for Development of Security Excellence Insider Threat Job Aids.
67
SI with MMAC (b)(6)
of 14 Jan 20.
68
NCIS Report of Investigation of 2 Jan 20, Exhibit 2, Enclosure D.
69
NCIS Report of Investigation of 2 Jan 20, Exhibit 10.
70
SI with LT (b)(6)
of 16 Jan 20.
71
Record of Counselings for Romero, Gabriel Antonio; Command Counseling Data SSN 771.
72
Profile Sheet of Romero, Gabriel Antonio.
73
NAVPERS 1626/7 Report and Disposition of Offense of 3 Dec 19; SI with MMAC (b)(6)
of 14 Jan 20.
74
SI with LCDR (b)(6)
of 17 Jan 20; NAVPERS 1626/7 Report and Disposition of Offenses of 3 Dec 19.
75
Electronic Questionnaires for Investigation Processing #24226751.
76
NSSC Mental Health Clinic Encounters of 23 Sep 19 to 26 Nov 19; TAMC Emergency Room Chronology of
Care of 4 Mar 19.
77
Electronic Questionnaires for Investigation Processing #24226751; DD Form 1966-1 of Romero, Gabriel
Antonio; NSSC Mental Health Clinic Intake Form of 23 Sep 19.
78
SI with TMC (b)(6)
of 16 Jan 20; USS COLUMBIA E-Learning Records.
79
SI with ETR2 (b)(6)
of 22 Jan 20; SI with YNS1 (b)(6)
of 13 Jan 20; SI with TM3 (b)
of 10 Jan 20; SI with MMA3 (b)(6)
of 13 Jan 20.
(6)
80
The U.S. Fleet Forces Navy Base, Station and Installation Physical Security Assessment Report, Part 2, page 29 ¶
2.
81
SECNAVINST 5510.37A ¶ 16(b).
82
DEPSECDEF Memo of 2 Feb 17.
83
Id.
84
SI with MMAC (b)(6)
of 14 Jan 20; NCIS Report of Investigation of 2 Jan 20, Exhibit 10 ¶ 4; SI with LT
of 16 Jan 20; NCIS Counterintelligence and Inside Threat Awareness and Reporting Training; DoD
(b)(6)
Level I Antiterrorism Training.
85
DON Insider Threat Analytic Hub Concept of Operations and Implementation Plan.
86
Defense Science Board Task Force: Predicting Violent Behavior (2012), Appendix 4, page 60.
87
DEPSECDEF Memo of 2 Feb 17; SECNAVINST 5510.37A ¶ 6(f); Defense Science Board Task Force:
Predicting Violent Behavior (2012).
88
NAVADMIN 222/19.
89
NCIS Report of Investigation of 2 Jan 20, Exhibit 2, Enclosure D; NCIS Report of Investigation of 2 Jan 20,
Exhibit 10.
61

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 Chapter 7 - Force Protection
This chapter examines force protection (FP) at Pearl Harbor Naval Shipyard (PHNSY)
and Joint Base Pearl Harbor-Hickam (JBPHH). The PHNSY and JBPHH Navy Security
Forces (NSF) access control and physical security procedures for the shipyard were in
compliance. The instances of noncompliance and deficiencies in other areas had no
direct impact on the chain of events that led to the shooting incident, but they should be
addressed to improve readiness and safety.

Force Protection Fundamentals
Force Protection (FP) is defined as preventive measures taken to mitigate hostile actions
against Department of Defense (DoD) personnel (to include family members), resources,
facilities, and critical information.1 FP does not include actions to defeat the enemy or
protect against accidents, weather, or disease.2
Commanders, including installation commanders, have the authority and responsibility to
implement and enforce FP and security measures to ensure the protection of their
assigned DoD elements and personnel, and tenant organizations on installations, while
pursuing mission accomplishment.3 They also ensure the Antiterrorism (AT) awareness
and readiness of all assigned or attached DoD elements and personnel.4
Three core lines of effort are necessary for protection: critical infrastructure protection,
continuity of operations, and FP. AT, Law Enforcement (LE), and Physical Security (PS)
complement, integrate with, and support FP and the other two core lines of effort.5
Commanders must establish AT programs tailored to the local mission, conditions, and
terrorist threat.6 Command AT programs must be based on principles of effective risk
management and include detailed guidance on training, exercises, resource management,
periodic Program Reviews, and standards for achieving and maintaining the ability to
accomplish the security mission.7
LE and PS programs for an installation and ship are the responsibility of the installation
commanding officer and ship's commanding officer respectively.8 The commanding
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 officers of tenant commands retain only those internal security functions intrinsic to their
organizations and missions, which include PS of facilities, personnel security,
information security, industrial security, and information assurance.9 Navy installation
security departments provide PS and LE services to tenant commands.10

Tactical Control for Force Protection
Commander, U.S. Indo-Pacific Command (CDRUSINDOPACOM) exercises Tactical
Control (TACON) for FP through component commanders.11 Commander, U.S. Pacific
Fleet (COMPACFLT) exercises TACON for FP in region environments through the
applicable region commander.12
PHNSY, JBPHH, and USS COLUMBIA fall under the TACON for FP authority of
COMPACFLT. COMPACFLT has established that Commander, Navy Region Hawaii
(CNRH) is the supported commander and that Commander, Submarine Force, U.S.
Pacific Fleet (COMSUBPAC) is a supporting commander for force protection ashore
within the region. (See Figure 1.5 for more detail).

Regulatory Background
DoDI 2000.12 (DoD AT Program) establishes policy, assigns responsibilities, and
prescribes procedures for the DoD AT program.
DoDI O-2000.16 Volume I (DoD AT Standards) implements mandatory AT program
elements within the mission assurance construct, establishes AT planning frameworks,
establishes AT standards, and prescribes procedures and assigns responsibilities for
implementing DoD AT standards.
USPACOMINST 0536.2 (USPACOM AT Program) provides DoD elements and
personnel in the USINDOPACOM Area of Responsibility (AOR) guidance for planning,
implementation, and execution of the USINDOPACOM AT program.
USPACFLT OPORD 201 provides direction and guidance to Fleet Commanders.
SECNAVINST 3300.2C (DON AT Program) establishes DON AT program policies and
procedures and assigns responsibilities.
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 OPNAVINST F3300.53C (Navy AT Program) provides over-arching Navy AT policy,
guidance, information, procedures, and responsibilities.
OPNAVINST 5530.14.E (Navy PS and LE Program) identifies responsibilities and
provides guidance for the protection of people and assets throughout the Navy.
Navy Tactics, Techniques, and Procedures, Antiterrorism (NTTP 3-07.2.1) provides
tactical-level AT tactics, techniques, and procedures (TTPs) for ashore and afloat forces.
Navy Tactics, Techniques, and Procedures, Law Enforcement and Physical Security
(NTTP 3-07.2.3) provides TTPs governing the conduct of PS and LE.
COMPACFLTINST C3300.55C (AT Program) implements Fleet policy and guidance
with respect to AT.
CNICINST 5530.14A (Ashore Protection Program) implements responsibilities, sets
forth best practices, and provides requirements and direction of people and assets
throughout CNIC.
COMNAVREGHIINST 3000.1E (AT Program) implements region policy and guidance
with respect to AT.
JBPHHINST C3300.1B (Directed In-port Security Plan for Sub Surface Combatants)
directs submarines to coordinate AT efforts with JBPHH.
JBPHHINST 3300.1E (Integrated Defense AT Plan) provides guidelines and procedures
for implementing measures for JBPHH.
CSLCSPINST C3300.3A (Submarine Force AT Manual) implements Submarine Force
policy and guidance with respect to AT.
CSLCSPINST 5400.49 (Submarine Organization and Regulations Manual (SORM))
defines the standard duties and responsibilities of submarine watchstanders.
COMSUBPACINST 4790.2.B (Standard Work Practices for Performance of Repairs,
Alterations and Maintenance on Pacific Fleet Submarines) specifies the responsibilities
and actions between the ship’s commanding officer and PHNSY in a number of different
areas, including security, while in the shipyard. (Canceled)
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 NAVSEA M-5510.2 (Access and Movement Control Manual) addresses access and
movement control within the NAVSEA Enterprise except NAVSEA Headquarters and
Naval Reactors Headquarters.
NAVSHIPYD&IMFPEARLINST 3300.1 sets forth PHNSY & IMF AT/FP procedures
and coordination requirements.

Findings-Opinions-Recommendations
Finding 7.1 (Noncontributing/Noncompliance): The PHNSY AT plan does not include
required Active Shooter Pre-Planned Response (PPR).13
Discussion: COMPACFLT requires commanders under their TACON for FP to develop
Emergency Action Plans for active shooter response procedures.14 The current PHNSY
AT plan only has PPRs for hostage/barricaded suspect and bomb threat.15
PHNSY security staff are not part of a law enforcement organization and are prohibited
from carrying weapons.16 JBPHH NSF have to be ready to respond to incidents at
PHNSY including in the Controlled Industrial Area (CIA) where submarines also have
security responsibilities.17 Based on COMSUBPACINST 4790.2B, the armed ship’s
force is required to maintain a security posture in exclusion areas in the vicinity of
submarines to include pier and dry dock areas.18 This area is not coordinated with
JBPHH NSF and varies by afloat unit in the CIA.19 Before this incident, two JBPHH
NSF supervisors were unaware of the submarine’s security responsibilities in the CIA
and that ship’s force watchstanders were allowed to carry weapons on the pier.20
Opinion 7.1.1: Active shooter PPR and security de-confliction procedures for the CIA
would help responding security forces identify and reduce the risk of conflicting
responses to security incidents in the CIA’s complex industrial environment.21
Opinion 7.1.2: PHNSY, JBPHH NSF, and afloat units in the CIA should conduct routine
coordinated training on active-shooter and security de-confliction procedures.22
Recommendation 7.1.1: PHNSY, in coordination with Type Commanders and JBPHH
NSF, develop active shooter PPRs and security de-confliction procedures for the CIA.
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 Recommendation 7.1.2: PHNSY, in coordination with Type Commanders and JBPHH
NSF, conduct routine coordinated training within the CIA that includes active shooter
responses and security de-confliction procedures.
Recommendation 7.1.3: Echelon 2 Commanders ensure that all subordinate commands
have active shooter PPRs and security de-confliction procedures in AT Plans.
Finding 7.2 (Noncontributing/Noncompliance): PHNSY, JBPHH NSF, and afloat
units in the CIA do not conduct required coordinated training.23
Discussion: Commander, Submarine Force, U.S. Pacific Fleet (COMSUBPAC) requires
submarines in the shipyard to participate in coordinated security incident-related training
scenarios.24 Additionally, the PHNSY Antiterrorism Officer (ATO) is required by
NAVSHIPYD&IMFPEARLINST 3300.1 to coordinate training participation in local FP
exercises.25 However, no coordinated training takes place between the JBPHH NSF,
PHNSY, and afloat units in the shipyard.26 According to the JBPHH NSF Chief of
Police, integrated training has only happened once in the six years he has been in his
current position.27
COMSUBPACINST 4790.2B is a Standard Work Practices document that specifies the
responsibilities and actions between the ship’s commanding officer and PHNSY in a
number of different areas while in the shipyard.28 One of the enclosures relates to
security practices.29 According to the Standard Work Practices document, PHNSY is
required to conduct training consisting of tabletop discussions and walk-through
exercises of various scenarios with ship’s force participation.30 In the shipyard,
submarines are required to maintain a security posture within exclusion areas in the
immediate vicinity of the submarine to include pier side and dry dock areas.31
PHNSY, USS COLUMBIA, and COMSUBPAC representatives formalized this
requirement in a memorandum of agreement in August 2018 acknowledging the Standard
Work Practices document.32 Despite this acknowledgement, PHNSY and USS
COLUMBIA did not conduct the required tabletop discussions and walk-through
exercises.33 Consequently, the ship’s force and shipyard security responsibilities are not
mutually understood. 34
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 Although these requirements were in place at the beginning of USS COLUMBIA
maintenance period, on December 13, 2019, COMSUBPAC canceled the underlying
instruction, citing outdated policy and redundancy with other instructions.35
In addition, the Naval Shipyard Installation Memorandum of Agreement (MOA) among
Echelon 2 Commanders expired in 2017.36 The MOA covered coordinated security
responsibilities, among other things, of the participating commands.37 These Echelon 2
Commanders continue to act consistent with the expired MOA, so no substantial changes
to duties and responsibilities are anticipated if the MOA is renewed.38 The MOA does
not delineate training responsibilities.39
Opinion 7.2.1: PHNSY and USS COLUMBIA are not in compliance with training
requirements.40 Routine coordinated training among PHNSY, JBPHH NSF, and afloat
units in the shipyard would improve response capabilities.
Opinion: 7.2.2: The Standard Work Practices represent “the basics” of successful depot
periods and should not be disregarded.41 Standard Work Practices are intended to set
expectations in maintenance overhauls between organizations that do not typically work
together (e.g., shipyard and specific submarines).42 Without Type Commander guidance,
such as COMSUBPACINST 4790.2B, there should be some instruction that delineates
coordinated security responsibilities.43
Recommendation 7.2.1: PHNSY, JBPHH NSF, and afloat units in shipyard conduct
routine coordinated training and participate in local FP exercises.
Recommendation 7.2.2: Commander, Naval Sea Systems Command
(COMNAVSEASYSCOM), in coordination with Type Commanders, assess the
completion of coordinated training with afloat units in shipyards.
Recommendation 7.2.3: PHNSY and Puget Sound Naval Shipyard, in coordination with
COMSUBPAC, review 21 enclosures of canceled COMSUBPACINST 4790.2B and
issue necessary local guidance on Standard Work Practice requirements.
Recommendation 7.2.4: Echelon 2 Commanders renew the Naval Shipyard Installation
MOA and consider adding a section that delineates training responsibilities.44
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 Finding 7.3 (Noncontributing/Noncompliance): PHNSY does not conduct required
Antiterrorism Working Group (ATWG), Threat Working Group (TWG), or Antiterrorism
Executive Council (ATEC) meetings.45
Discussion: COMPACFLT requires commanders under their TACON for FP to establish
an ATWG, TWG, and ATEC consistent with DoD, combatant commander, and Navy
guidance.46
The ATWG is required to meet semi-annually to oversee the AT program, help develop
and refine AT Plans, and address emergent or emergency AT-related issues.47 The TWG
will meet quarterly to review current and potential threats affecting operations and
personnel.48 The ATEC is required to meet semi-annually, at a minimum, to act on
recommendations from the ATWG and TWG.49 Although PHNSY AT personnel attend
JBPHH ATWGs, TWGs, and ATECs, they do not conduct ATWGs, TWGs, or ATECs
internally.50 PHNSY does not have a practice or procedure to share AT-related
information among the different codes or departments when PHNSY AT personnel
receive threat information from the JBPHH ATWGs, TWGs, and ATECs.51 PHNSY is
revising internal AT-procedures and practices after an extended period of vacancies in
key AT and FP positions.52
Opinion: 7.3.1: PHNSY is not in compliance with the COMPACFLT requirement for all
commands to conduct ATWGs, TWGs, and ATECs.53 PHNSY ATWGs, TWGs, and
ATEC meetings would facilitate internal and external information sharing, planning, and
coordination among all stakeholders on force protection issues such as access controls,
threat and vulnerability assessments, PPRs, training, and armed watchstanding
requirements within the CIA and shipyard.54
Recommendation: 7.3.1: PHNSY conduct ATWGs, TWGs, and ATECs.
Recommendation: 7.3.2: COMNAVSEASYSCOM verify all shipyards are conducting
ATWGs, TWGs, and ATECs as required by the Fleet Commander and/or OPNAV
Instruction F3300.53C.

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 Finding 7.4 (Noncontributing/Noncompliance): PHNSY did not conduct required
Random Antiterrorism Measure (RAM) inspections.55
Discussion: COMNAVSEASYSCOM, in NAVSEA M-5510.2, requires RAM
inspections of persons entering and exiting the shipyard CIA.56 The purpose of the RAM
inspections is to detect and deter the introduction of prohibited items, prevent the theft of
government property, or unauthorized removal of classified material.57 PHNSY did not
conduct RAM inspections properly.58
Opinion 7.4.1: Failure to comply with this requirement diminishes the overall security
posture of PHNSY and JBPHH.59
Recommendation 7.4.1: PHNSY, in coordination with JBPHH NSF, develop and
implement a RAM inspection program that includes JBPHH NSF support within the CIA.
Recommendation 7.4.2: COMNAVSEASYSCOM verify other shipyards have RAM
inspection programs that include NSF support within the CIA.
Finding 7.5 (Noncontributing/Noncompliance/Deficiency): USS COLUMBIA’s
Topside Roving Patrol does not execute AT duties and responsibilities consistent with the
Submarine Organization and Regulations Manual (SORM), CSLCSPINST 5400.49.60
Discussion: Topside Roving Patrol requirements are established in the SORM.61 The
Topside Roving Patrol is to maintain continuous armed patrol on the topside area, report
to the Petty Officer of the Deck on all security hazards, and maintain situational
awareness for areas of concern.62 The Petty Officer of the Deck primarily controls entry
and exit to the submarine and reports to the Ship’s Duty Officer.63 In dry dock, the
submarine’s access procedures are unique to the shipyard environment.64 By separate
(and now canceled) instruction on Standard Work Practices, COMSUBPACINST
4790.2B, the submarine is to maintain a security posture within exclusion areas in the
vicinity of the submarine to include pier side and dry dock areas.65
JBPHH NSF provide an armed watch at the entry to the CIA, and conduct routine
physical security checks and armed patrols within the CIA.66 JBPHH NSF are
responsible for responding to incidents in the PHNSY including the CIA.67
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 The Topside Roving Patrol on USS COLUMBIA conducts a continuous security patrol in
the exclusion area in the vicinity of the submarine to include the pier and dry-dock basin,
not the crew berthing barge.68 The Topside Roving Patrol also conducts administrative
and safety checks that do not require weapons.69
Opinion 7.5.1: Fleet and Type Commanders should evaluate the requirement for an
armed Topside Roving Patrol in the CIA.70
Opinion 7.5.2: USS COLUMBIA’s Topside Rover Patrol security patrol is beyond the
physical scope of Top Side Rover responsibility as delineated in the Type Commander’s
instruction, CSLCSPINST 5400.49 (SORM).71
Recommendation 7.5.1: Commander Submarine Forces, in coordination with
COMPACFLT; Commander, U.S. Fleet Forces Command (CUSFF); Commander, Naval
Installations Command (CNIC); and COMNAVSEASYSCOM, assess whether armed
watchstanding requirements in the CIA can be modified in some Force Protection
conditions.
Recommendation 7.5.2: If the armed watchstanding requirements are validated,
Commander Submarine Forces, clarify AT duties and responsibilities of the armed
watches in the CIA to include the pier and dry dock areas.
1

DoD Dictionary of Military and Associated Terms, January 2020.
Joint Publication 3-0 CH-1, III-40.
3
DoDI O-2000.16, Volume 1, DoD Antiterrorism (AT) Program Implementation: DoD AT Standards, § 1.2(a)(3).
4
Id.
5
OPNAVINST F3300.53C ¶ 5(a).
6
Id. at ¶ 5(d).
7
Id. at ¶ 5(b).
8
OPNAVINST 5530.14E, Enclosure 1 § 0101(a).
9
Id.
10
Id at § 0101(c).
11
COMPACFLTINST C3300.55C, page 3 ¶ 4(a).
12
Id. at ¶ 4(c).
13
CPF Message Active Shooter Training and Preparedness § 2(c); NAVSHIPYD & IMFPEARLINST 3300.1.
14
CPF Message Active Shooter Training and Preparedness § 2(c).
15
NAVSHIPYD & IMFPEARLINST 3300.1, Appendix 3 to Annex C.
16
NAVSEA M-5510.2, Chapter 1 § 1.
17
Id.
18
COMSUBPACINST 4790.2B, Enclosure 16 ¶ 3(w)(1).
19
Id.
20
SI with MAJ (b)(6)
of 14 Jan 20; SI with MA1 (b)(6)
of 13 Jan 20.
2

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 21

SI with MA1 (b)(6)
of 13 Jan 20 ¶ 6; SI with CAPT (b)(6)
, HPD of 21 Jan 20.
COMSUBPACINST 4790.2B Enclosure 16 ¶ 3(w)(1) and ¶ 3(w)(10).
23
SI with LT (b)(6)
of 17 Jan 20; SI with MAJ (b)(6)
of 14 Jan 20.
24
COMSUBPACINST 4790. 2B, Enclosure 16 § 3 ¶ l.
25
NAVSHIPYD & IMFPEARLINST 3300.1 § 2 ¶ a(2).
26
SI with Guard Officer (b)(6)
of 13 Jan 20; SI with (b)(6)
of 16 Jan 20; SI with MAJ (b)
of 14 Jan 20; SI with Mr. (b) (6)
of 21 Jan 20.
(6)
27
SI with MAJ (b)(6)
of 14 Jan 20.
28
COMSUBPACINST 4790.2B.
29
Id. at Enclosure 16.
30
Id. at Enclosure 16 ¶ 3(l) and ¶ 4(j).
31
Id. at ¶ 3(w)(1) and ¶ 3(w)(10).
32
Memorandum of Agreement of 15 Aug 18.
33
SI with (b)(6)
of 14 Jan 20; SI with (b)(6)
of 14 Jan 20; SI with (b)(6)
of 14
Jan 20.
34
SI with (b)(6)
of 14 Jan 20; SI with (b)(6)
of 14 Jan 20; SI with (b)(6)
of 14
Jan 20; SI with (b)(6)
of 15 Jan 20; SI with LT (b)(6)
of 17 Jan 20; SI with CAPT
of 21 Jan 20; SI with Mr. (b) (6)
of 21 Jan 20; SI with (b)(6)
of 21 Jan
(b) (6)
20; SI with MAJ (b)(6)
of 14 Jan 20.
35
COMSUBPACNOTE 5215 of 13 Dec 19.
36
Naval Shipyard Installation Management MOA between CUSFF, COMPACFLT, COMNAVSEA, CNIC, and
COMNAVFAC.
37
Id.
38
Email from (b)(6)
to (b)(6)
of 23 Jan 20.
39
Naval Shipyard Installation Management MOA between CUSFF, COMPACFLT, COMNAVSEA, CNIC, and
COMNAVFAC.
40
COMSUBPACINST 4790.2B, Enclosure 16 ¶ 3(w)(l).
41
COMSUBPACINST 4790.2B, Enclosure 16.
42
Id.
43
Id.
44
Naval Shipyard Installation Management MOA between CUSFF, COMPACFLT, COMNAVSEA, CNIC, and
COMNAVFAC.
45
SI with (b)(6)
of 14 Jan 20; SI with (b)(6)
of 14 Jan 20; SI with (b)(6)
of 14
Jan 20.
46
DoDI O-2000.16, Volume 1, DoD Antiterrorism (AT) Program Implementation: DoD AT Standards, §§ 3.12;
3.13, 3.14; COMPACFLTINST C3300.55C § 5 ¶ 12.
47
COMPACFLTINST C3300.5C § E ¶ 11.
48
Id.
49
Id.
50
SI with (b)(6)
of 14 Jan 20; SI with (b)(6)
of 14 Jan 20; SI with (b)(6)
of 14
Jan 20.
51
SI with (b)(6)
of 14 Jan 20.
52
SI with (b)(6)
of 14 Jan 20; SI with (b)(6)
of 14 Jan 20.
53
COMPACFLTINST C3300.55C § 5 ¶ 11-14.
54
DoDI O-2000.16, Volume 1, DoD Antiterrorism (AT) Program Implementation: DoD AT Standards § 3.10(b)(1).
55
NAVSEA M-5510.2, Chapter 1 § ¶ 6(a)(11); SI with (b)(6)
of 14 Jan 20; SI with (b)(6)
of 14 Jan 20.
56
Id.
57
Id.
58
SI with (b)(6)
of 14 Jan 20; SI with (b)(6)
of 14 Jan 20; SI with (b)(6)
of 16
Jan 20; SI with CAPT (b) (6)
of 21 Jan 20; SI with (b)(6)
of 15 Jan 20.
59
NAVSEA M-5510.2.
60
MFR Topside Rover Posting of 5 Feb 20.
22

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 61

CSLCSPINST 5400.49 § 2301 ¶ 6(b).
Id.
63
CSLCSPINST 5400.49 § 2301 ¶ 5.
64
CSLCSPINST C3300.3A § Tab C to Addendum 1 ¶ 3(a); Field Observation by (b)(6)
65
COMSUBPACINST 4790.2B Enclosure 16 ¶ 3(w)(1). See Findings 7.1 and 7.2.
66
SI with MA1 (b)(6)
of 13 Jan 20.
67
NAVSEA M-5510.2, Chapter 1 and § 6 ¶ (a)(11).
68
SSN771INST 3121.1 SOP (7) § 4 ¶ c.
69
Id. at § 4.
70
CSLCSPINST 5400.49 § 2301.
71
Id. at ¶ 6(b)(1); SSN771INST 3121.1 SOP (7) § 4 ¶ b-c.
62

of 30 Jan 20.

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 Chapter 8 – Incident Response & Emergency
Management
This chapter examines the immediate emergency response to the Pearl Harbor Naval
Shipyard (PHNSY) shooting incident. The Joint Base Pearl Harbor-Hickam (JBPHH)
Navy Security Forces (NSF) and Federal Fire Department (FFD) responded quickly on
December 4, 2019. The instances of noncompliance and deficiencies in the incident and
emergency response that are examined in this chapter had no direct impact on the chain
of events that led to the PHNSY shooting incident, but they should be addressed to
improve readiness and safety.
The investigation team examined the response of Department of Defense (DoD)
commands and organizations to the shooting incident. The responses of law enforcement
and emergency services outside of the DoD were not investigated other than to obtain
information concerning integration with DoD law enforcement and emergency services.

Emergency Management Fundamentals
The Navy Installation Emergency Management (IEM) program is a cross-functional
program that integrates procedures and standards for all-hazards emergency
preparedness, response, and recovery on Navy installations consistent with the National
Incident Management System (NIMS).1 Navy regional and installation commanders may
require extensive Federal, State, local, other military branches, and or private support to
respond effectively to and recover from an emergency if it exceeds the response
capabilities of organic resources.2 Close liaison with these agencies and departments is
essential before an emergency to ensure that civil authorities are responsive.3
Regional and installation commanders have the authority and responsibility to protect
personnel, equipment, and facilities subject to their control.4 Regional commanders must
establish Regional Operational Centers (ROCs), and installation commanders must
establish Emergency Operations Centers (EOCs).5 EOCs consist of the facilities,
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  Navy, Tactics, Techniques, and Procedures, Law Enforcement and Physical Security
(NTTP 3-07.2.3) provides TTPs for physical security (PS) and law enforcement (LE).
CNICINST 3440.17 (Navy IEM Program Manual) further defines IEM policies and
procedures.
CNIC M-3440.18 (Navy Dispatch Centers) implements policy and provides guidance,
program management, concept of operations and assignment of responsibilities for the
management of Navy dispatch centers.
COMNAVREGHIINST 3440.17B (Navy Region Hawaii Emergency Management Plan
(EMP)) provides policy, guidance, operational structure, and assignment of
responsibilities for the all-hazards management of natural and/or man-made emergencies
within Navy Region Hawaii assigned shore installations and their tenant commands.
JBPHHINST 3440.17D (IEM Program) executes policy, provides guidance, and assigns
responsibilities for developing and sustaining a comprehensive, all-hazards EMP for
JBPHH.
JBPHHINST 3300.1E (Integrated Defense AT Plan) provides guidelines and procedures
for implementing measures for JBPHH.

Findings-Opinions-Recommendations
Navy Security Forces
Finding 8.1 (Noncontributing/Compliance/Deficiency): JBPHH NSF responded
within 1 minute to the shooting scene, well within the required 15 minutes, but did not
promptly establish radio communications with other law enforcement agencies.9 The
Naval Criminal Investigative Service (NCIS) and the Honolulu Police Department (HPD)
responded without a report or request for support.10
Discussion: JBPHH NSF should be able to respond to an incident within 15 minutes.11
A JBPHH NSF Guard Officer, the roving patrol in the PHNSY Controlled Industrial Area
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 (CIA), was on scene within 1 minute of the active shooter report from the Commander,
Navy Region Hawaii (CNRH) Regional Dispatch Center (RDC).12
Navy Tactics, Techniques, and Procedures, Law Enforcement and Physical Security
(NTTP 3-07.2.3) and CNIC M-3440.18 require establishment of inter-departmental or
interagency radio communications.13 JBPHH NSF and other responding law
enforcement organizations had integrated radio communication capability, but JBPHH
NSF did not request support or otherwise communicate with outside law enforcement
immediately after the initial security response.14 NCIS was notified by a special agent
who was attending a meeting with the JBC.15 The NCIS special agent called the NCIS
administrative officer who then informed other NCIS personnel.16 NCIS responded to
the scene in approximately 12 minutes without a request for support.17 HPD was
monitoring integrated radio channels and responded to JBPHH in approximately 18
minutes without a request for support.18 After HPD arrived at the Incident Command
Post (ICP), they coordinated the dispatch of over 100 HPD officers with the on-scene
JBPHH NSF commander.19
The CNRH RDC is the main 911 call operator and dispatches emergency services. 20 The
Joint Defense Operations Center (JDOC) serves as the command and control element and
recordkeeping and patrol management coordinator for JBPHH NSF patrols.21
CNRH has a memorandum of agreement with HPD for Special Weapons and Tactics
(SWAT), but does not have a mutual aid agreement for more general law enforcement
support.22 The SWAT memorandum of agreement calls for CNRH to make a request for
specialized support.23
Opinion 8.1.1: The JBPHH NSF response to the shooting incident was immediate.24 The
proactive actions of other law enforcement agencies, specifically NCIS and HPD, would
have saved lives if a more robust response was required.25
Opinion 8.1.2: The lack of JBPHH NSF communication with other responding law
enforcement agencies, and the absence of standing communication and coordination
procedures with HPD, made command and control at the ICP difficult and complicated
response efforts after the shooter was found dead.26 This difficulty impacted
coordination in other areas, including base access, staging areas, building clearance, and
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 accountability of outside agencies on base.27 JBPHH NSF monitored integrated radio
channels, but communications can improve with more coordination and training.28
Recommendation 8.1.1: CNRH review current mutual aid agreements with HPD and
develop training scenarios to test interagency communication plans. Conclude a mutual
aid agreement with HPD that addresses specific communication, coordination, and
training procedures for general law enforcement response to incidents of mutual concern.
Once this mutual aid agreement is established, incorporate it into a training plan.
Recommendation 8.1.2: Commander, Naval Installations Command (CNIC), assess
adequacy of mutual aid agreements including the adequacy of communication plans with
local law enforcement at other installations. Fort Hood and Washington Navy Yard
investigations noted similar coordination issues.
Finding 8.2 (Noncontributing/Noncompliance/Deficiency): Navy tactics, techniques,
and procedures (NTTPs) and local JBPHH pre-planned responses (PPRs) do not
specifically address physical restraints, personnel evacuation, or building clearance
procedures in the context of an active shooter incident.29 Two JBPHH NSF personnel
initially used flex cuffs and duct tape to temporarily control personnel during building
clearance.30 JBPHH NSF and supporting law enforcement agencies also conducted
building clearance procedures differently.31
Discussion: JBPHH NSF used flex cuffs and duct tape to restrain several employees’
hands as JBPHH NSF escorted the employees out of Building 1916 inside the CIA.32
These restraints were used to verify the personnel did not have weapons.33 NTTPs and
JBPHH active shooter PPRs do not include flex cuffs or duct tape as a means of restraint
in active shooter incidents.34 JBPHH NSF did not restrain all employees who were
escorted out of Building 1916.35 Some employees who were escorted out of the CIA
reported that evacuation routes took them unnecessarily close to the shooting scene.36
Some buildings were cleared more than once, and clearance procedures differed among
law enforcement agencies.37 JBPHH NSF are trained to provide access control and
conduct routine physical security checks in the CIA, but their training does not include
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 building clearance procedures.38 At least one civilian security guard was tasked with
building clearance despite no formal training.39
Opinion 8.2.1: JBPHH NSF’s use of flex cuffs and duct tape was not in compliance with
NTTPs or JBPHH PPRs.40 JBPHH NSF require training on building clearance, physical
restraint, and evacuation procedures for active shooter incidents.41 If the expectation is
for JBPHH NSF Guard Officers (0085) to be able to clear a building during an active
shooter event, they should receive the proper training to be able to perform such a task.42
Recommendation 8.2.1: JBPHH NSF conduct local training on building clearance,
physical restraint, and evacuation procedures for active shooter incidents.
Recommendation 8.2.2: OPNAV N4, in coordination with Commander, U.S. Fleet
Forces Command (CUSFF) and Naval Warfare Development Command (NWDC),
improve NTTPs consistent with partner law enforcement TTPs in the context of active
shooter incidents.
Recommendation 8.2.3: CNIC direct regions and installations to train on building
clearance, physical restraint, and evacuation procedures for active shooter incidents.
Finding 8.3 (Noncontributing/Deficiency): JBPHH NSF and supporting law
enforcement agencies could not access all locked spaces to clear buildings and secure the
shooting scene.43
Discussion: Navy Tactics, Techniques, and Procedures, Law Enforcement and Physical
Security (NTTP 3-07.2.3) provides general guidance on building clearance.44 JBPHH
NSF and supporting law enforcement agencies were expected to clear buildings near the
shooting incident to ensure there were no more shooters or victims.45 Building clearance
procedures were delayed because law enforcement teams could not enter buildings that
were locked.46 Although several law enforcement teams were present, they were unable
to access and clear buildings (b) (7)(E)

The PHNSY Emergency Management Officer (EMO) is the primary coordinator for
incidents and other events inside the shipyard. The PHNSY EMO acknowledged that the
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 lack of enough master access key cards delayed law enforcement teams trying to enter
and clear locked buildings simultaneously.47
Opinions 8.3.1: Physical security plans should include access procedures for first
responders to be able to enter locked buildings, including restricted areas.
Recommendation 8.3.1: PHNSY, in coordination with JBPHH NSF, revise access
procedures in their physical security plan for first responders to have access to locked
buildings and restricted areas in active shooter and other emergency situations. This plan
should include guidance for debriefing any first responders who enter restricted areas.
Recommendation 8.3.2: Echelon 2 Commanders ensure subordinate commands’ physical
security plans include access procedures for first responders to be able to enter locked
buildings, including restricted areas, in active shooter and other emergency situations.

Emergency Services
Finding 8.4 (Noncontributing/Compliance/Deficiency): FFD Basic Life Saving (BLS)
unit responded within required 7 minutes upon receiving the report of an active shooter.48
Discussion: The standard for response of the first arriving emergency medical responder
is 7 minutes.49 The initial dispatch call was at 1426.50 FFD BLS arrived at 1432.51
The standard for Advanced Lifesaving Support (ALS), normally an ambulance, is 12
minutes.52 The first ambulance arrived on scene in 8 minutes.53 Two additional
ambulances arrived 3 minutes later.54
Upon FFD’s arrival, the first team immediately began treating the surviving victim who
was later transported to Queens Hospital.55 FFD attended to the other two victims
moments later and then transported them separately to Pali Momi Hospital and Tripler
Amy Medical Center (TAMC).56 Upon arriving on scene, a JBPHH NSF Guard Officer
observed a person in military uniform who was later identified as Romero, laying on the
pavement with a traumatic gunshot wound to the head and likely deceased.57 FFD was
limited to visual observations of Romero by an NCIS agent, and cautioned not to disturb
physical objects or the body.58
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 FFD in an after-action review identified the need to designate specific entry and egress
gates for additional emergency response units, if they would be required from off-base.59
Opinion 8.4.1: FFD responded quickly to the scene and provided appropriate medical
care to the victims.60 However, response procedures can be improved based on lessons
learned from the incident including designation of entry and egress gates.61
Recommendation 8.4.1: CNIC and JBPHH incorporate FFD lessons learned from this
incident, including specifying entry and egress gates for off-base emergency response,
into coordinated training with local law enforcement and emergency medical providers.

USS COLUMBIA
Finding 8.5 (Noncontributing/Compliance/Deficiency): USS COLUMBIA’s Petty
Officer of the Deck responded as trained to the active shooter incident.62 He made
immediate notifications on the ship’s announcing system (1MC), the ship’s force
protection radio, and the Command Early Warning Net (CEWN).63 However, the
standard casualty procedure did not account for an active shooter on the pier with ship’s
force responding from the berthing barge.
Discussion: The Petty Officer of the Deck called away “Repel Boarders,” which is the
ship’s force casualty procedure, over the ship’s 1MC when he observed Romero shooting
the victims.64 The Petty Officer of the Deck called “Shots fired, Shots fired” over the
ship’s force protection radio and “active shooter at the head of Dry Dock 2” over the base
security CEWN.65 In response to a call from the Ship’s Duty Officer (SDO) on the force
protection radio, the Petty Officer of the Deck replied, “Repel Boarders, shots fired,
Romero is shooting shipyard workers.”66 “Repel Boarders” and “Shots fired,” which was
mistaken for “Fire,” brought unarmed personnel to the area of the active shooter.67
Opinion 8.5.1: The Petty Officer of the Deck responded as he was trained when he
identified Romero as a threat to the ship and crew.68 Although not in the Ship’s System
Manual (SSM), a more appropriate code word announcement would have been “Active
shooter at the head of Dry Dock 2.”69 The lack of an appropriate code word such as
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 “Active Shooter” could have led to additional casualties if Romero had not immediately
shot himself.70
Recommendation 8.5.1: Type Commanders, in coordination with CNIC, add guidance to
address an active shooter to casualty response procedures.

Mass Warning Notifications
Finding 8.6 (Noncontributing/Noncompliance/Deficiency): CNRH RDC and JBPHH
EOC did not send the initial mass notification lockdown messages within 2 minutes of
incident notification and verification as required by DoD Instruction 6055.17 and did not
reach required percentages of the protected population.71
Discussion: Alert notifications requiring immediate action must be issued within 2
minutes of incident notification and verification to the affected DoD population.72
Within 10 minutes, Mass Warning Notification (MWN) systems must reach a target
audience of 90 percent or more of the protected population with specific protective action
recommendations (mass warning) and 100 percent of assigned Emergency Management
(EM) resources, including first responders, first receivers, and emergency responders
(notification).73 Within 1 hour, all MWN systems should reach 100 percent of the
protected population.74
The Automatic Target Hand-Off Correlator (AtHoc) and Giant Voice (GV) systems are
part of the Wide Area Alert Network (WAAN) that Navy installations use worldwide to
maximize the potential to warn and direct affected personnel in a crisis through multiple
systems.75
AtHoc uses four methods to alert users of a message: Computer Desktop Notification
System (CDNS), text message, phone call, and email.76 AtHoc messages will appear on
NMCI computers when users are logged on to the system.77 Users can choose to receive
messages through the other communication methods as part of the registration process. 78
As of January 2020, system registration was only 43% in the JBPHH area.79

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 On December 4, 2019, at 1427, JBPHH NSF first arrived at the shooting scene.80 At
1432, the PHNSY EMO directed CNRH RDC to send an AtHoc message to the shipyard
distribution list.81 RDC sent it at 1438 within 6 minutes of direction from the PHNSY
EMO and 11 minutes after JBPHH NSF arrived on scene.82 The PHNSY EMO believed
that releasing the message to just the shipyard would save time in reaching the most
affected audience.83 Not all personnel in the CIA have access to computer workstations,
and personal cell phones are not allowed in all areas.84 The message read,
“LOCKDOWN Active Shooter event happening in or near PHNSY near dry dock 2 and
dry dock 3 in the CIA. All personnel are advised to lockdown at their location. If inside,
stay inside, if outside find a secure location. Be vigilant, report emergencies and
suspicious information to the authorities and follow the instructions of local
responders.”85
JBPHH never sent an AtHoc message to the JBPHH distribution list to alert the
surrounding area because of a staff miscommunication.86 The JBC directed the Deputy
Emergency Management Officer (DEMO) to send an AtHoc message to the JBPHH
distribution list.87 The DEMO told the JBC that it had already been sent.88 AtHoc
messages on telephones do not identify the sender’s organization, and the DEMO
mistakenly believed a message that he saw earlier was from JBPHH to the JBPHH
distribution list.89
That AtHoc message was actually from the U.S. Air Force 15th Wing command post on
the Hickam side of JBPHH.90 The U.S. Air Force 15th Wing command post sent out
initial notifications on the Air Force AtHoc system and sent updates every 15 minutes to
update Air Force tenant commands on the situation based on information received in the
JBPHH EOC.91
CNRH RDC directed the JBPHH EOC to send a lockdown message on the GV exterior
speaker system at 1443.92 The JBPHH EOC sent out the message at 1444, 17 minutes
after JBPHH NSF was initially on scene.93 GV system has 30 designated “hot keys” that
are prerecorded messages including a hot key for lockdown announcements.94 These hot
keys allow the operator to send an immediate action required message with just one
button.95 When the JBPHH EOC sent a GV message at 1443, several witnesses reported
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 difficulty understanding the GV. 96 Audible interference is also a known issue among
emergency management personnel.97
Opinion 8.6.1: The CNRH RDC and JBPHH EOC did not meet timelines for mass
warning notifications, and the AtHoc and GV systems did not reach 100 percent of the
protected population.98
Opinion 8.6.2: The DEMO failed to execute his duties as directed by the JBC.99 This
resulted in the failure to meet mass warning notification timelines and 100 percent of the
protected population.100 A contributing factor was the inability for a user to identify
originators of telephonic AtHoc messages.101
Opinion 8.6.3: Additional effective means of mass notifications are necessary where
personnel do not have computer or cell phone access.102
Opinion 8.6.4: GV messages that announce emergency lockdown procedures would be
more effective if they included distinctive tone-based signals in conjunction with human
voice announcements.103 GV lockdown messages did not provide effective warnings
because they were difficult to understand and are subject to weather, interference, and
background noise.104
Recommendation 8.6.1: CNRH RDC and JBPHH EOC conduct a review of the incident
response and mass warning notifications. Add routine training on mass warning
notifications to the continuing training program for bases and the region.
Recommendation 8.6.2: CNIC, in coordination with Naval Information Warfare Center
(NIWC), improve technical capabilities in MWN systems and SOPs to reduce the risk of
human error.
Recommendation 8.6.3: Commander, Naval Sea Systems Command
(COMNAVSEASYSCOM), in coordination with CNIC, develop and implement visual
and voice mass notification systems for shipyard environments.
Recommendation 8.6.4: CNIC develop distinctive tone-based signal or other means to
alert personnel of lockdown procedures more effectively.

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 Finding 8.7 (Noncontributing/Noncompliance/Deficiency): The Navy and Air Force
AtHoc systems are not interoperable.105
Discussion: NIWC is developing an upgrade to make the AtHoc systems
interoperable.106 The Navy system does not correlate with the Air Force system, which is
six generations and software updates ahead.107
Opinion 8.7.1: The lack of interoperable systems is not in compliance with DoD policy
to pursue a single enterprise-wide MWN system.108
Recommendation 8.7.1: NIWC complete the AtHoc Connect upgrade to enable Navy
and Air Force interoperability. Ensure the system performs as required during
installation exercises where AtHoc messages are sent installation-wide.
Recommendation 8.7.2: OPNAV N2/N6 share the results of this investigation report
related to interoperability of Navy and Air Force systems with the appropriate Air Force
staff code.
Finding 8.8 (Noncontributing/Deficiency): The lockdown prevented the JBPHH EOC
from being staffed with required personnel during the emergency.109
Discussion: JBPHH activates the EOC at the JBC’s direction in response to an
emergency.110 The EOC is staffed with personnel from JBPHH and other organizations
based on their subject matter expertise.111 Personnel who staff the JBPHH EOC are not
considered first responders, so they are subject to lockdown procedures.112 The JBPHH
EOC is co-located with the U.S. Air Force 15th Air Wing command post on the Hickam
side of the base.113 The JBPHH EOC was manned with only 6 personnel instead of the
required 44 personnel during the event due to the lockdown. 114 There are five incident
levels.115 At the lowest level, “normal,” the EOC is staffed with only an EOC
manager.116 An active shooter incident is a level “three” and requires all sections inside
the EOC to be manned.117
Opinion 8.8.1: JBPHH EOC activation procedures should account for base lockdown
procedures.118
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 Recommendation 8.8.1: JBPHH revise EOC activation procedures to account for base
lockdowns. Once procedures are revised, conduct an unannounced drill to validate the
EOC can man within time requirements during a base lockdown.
Recommendation 8.8.2: CNIC direct all region and installation commanders to review
and revise ROC and EOC standard operating procedures (SOP) to account for how base
lockdowns may affect EOC activation.
Finding 8.9 (Noncontributing/Deficiency): Active shooter training helped personnel
take immediate action in response to the active shooter incident. 119 However, the
industrial shipyard environment presented circumstances that are not addressed in
COMNAVSEASYSCOM and CNIC active shooter training, and some personnel did not
respond as they were trained.120
Discussion: PHNSY employees took action consistent with the “Run-Hide-Fight” mantra
in active shooter online training. 121 For example, several employees followed the
guidance to “hide” by barricading themselves in buildings.122 However, the training was
not effective in all situations.123 Some employees tried to “run,” but unmanned turnstiles
in the CIA were locked because of lockdown procedures, making exit impossible. 124 The
investigation team conducted focus groups during the investigation and identified a
consistent lack of knowledge among the PHNSY civilian work force on where to find
cover from an outside active shooter, the locations of secure buildings, and how to react
to responding law enforcement.125 COMNAVSEASYSCOM and CNIC active shooter
training focuses on indoor office-based scenarios, not industrial work environments.126
PHNSY conducted active shooter table-top discussions in May 2019, but those
discussions did not discuss outdoor scenarios.127 Additionally, some employees also
consciously acted contrary to training and disregarded lockdown procedures to help
fellow employees.128
Opinion 8.9.1: Active shooter training should include guidance on outdoor scenarios
when employees must find cover or remain in place.129 The training should also address
employee responses to casualties.130

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 Opinion 8.9.2: Table-top discussions and exercises should be tailored to address unique
work conditions in lockdown procedures.131
Recommendation 8.9.1: COMNAVSEASYSCOM, in coordination with CNIC, direct
naval shipyards conduct annual active shooter exercises and table-top exercises that cover
outdoor active shooter scenarios under local work conditions and lockdown procedures.
Recommendation 8.9.2: CNIC and COMNAVSEASYSCOM revise active shooter
training to include additional scenarios and lessons learned identified in this incident.
1

OPNAVINST 3440.17A ¶ 3(a).
OPNAVINST 3440.17A ¶ 3(d)(e).
3
Id.
4
OPNAVINST 3440.17A, ¶ 7.
5
OPNAVINST 3440.17A; DoDI 6055.17.
6
DoDI 6055.17 § 9.3 ¶ 1.
7
DoDI 6055.17.
8
Id.; OPNAVINST 3440.17A, JBPHHINST 3440.17D.
9
SI with CAPT (b)(6)
, HPD of 21 Jan 20; SI with SSA (b)(6)
, NCIS of 12 Feb 20; NTTP 307.2.1 § 5.2.2.
10
Id.
11
OPNAVINST 5530. 14E, Chapter 4 § 0401 ¶ b.
12
PHNSY & IMF ECC Timeline, Chronological Record of Events of 4 Dec 19; CNRH RDC Incident History Log
of 4 Dec 19.
SI with (b)(6)
of 15 Jan 20.
13
CNIC M-3440.18, Chapter 4 ¶ 1(d)(1); NTTP 3-07.2.3 § 5.9.3; NTTP 3-07.2.1 § 5.2.2.
14
SI with CAPT (b)(6)
, HPD of 21 Jan 20; SI with SSA (b)(6)
, NCIS of 12 Feb 20.
15
SI with SSA (b)(6)
, NCIS of 12 Feb 20.
16
Id.
17
Id.
18
SI with CAPT (b)(6)
, HPD of 21 Jan 20.
19
Id.
20
JBPHHINST 3300.1E ¶ 2(a).
21
Id. at ¶ 1(b)(1).
22
Mutual Aid Special Weapons and Tactics Memorandum of 7 May 12.
23
Id.
24
SI with (b)(6)
of 15 Jan 20, SI with Guard Officer (b)(6)
of 13 JAN 2020.
25
SI with (b)(6)
of 16 Jan 20, SI with MAJ (b)(6)
of 14 Jan 20.
26
SI with MAJ (b)(6)
of 14 Jan 20; SI with CAPT (b)(6)
, HPD of 21 Jan 20.
27
SI with CAPT (b)(6)
, HPD of 21 Jan 20.
28
SI with MAJ (b)(6)
of 14 Jan 20, SI with CAPT (b)(6)
, HPD of 21 Jan 20.
29
JBPHHINST 3440.17D, Appendix 19: Active Shooter Response; NTTP 3-07.2.1; NTTP 3-07.2.3.
30
Email from LCDR (b)(6)
to CDR (b)(6)
of 24 Jan 20; Email from CDR (b)(6)
to LN1
(b)(6) of 2 Mar 20.
31
SI with CAPT (b)(6)
, HPD of 21 Jan 20.
32
SI with (b)(6)
of 15 Jan 20; SI with (b)(6)
of 16 Jan 20; SI with (b)(6)
of
16 Jan 20; Email from CDR (b)(6)
to LN1 (b)(6) of 2 Mar 20.
33
Email from LCDR (b)(6)
to CDR (b)(6)
of 24 Jan 20.
2

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 34

JBPHHINST 3440.17D, Appendix 19: Active Shooter Response; NTTP 3-07.2.1 § 8.3.5, NTTP 3-07.2.3 § 5.9.
SI with (b)(6)
of 16 Jan 20; SI with (b)(6)
of Jan 20; Email from LCDR (b)(6)
to CDR (b)(6)
of 24 Jan 20.
36
Id.
37
SI with CAPT (b)(6)
, HPD of 21 Jan 20.
38
SI with MA1 (b)(6)
of 13 Jan 20.
39
SI with Guard Officer (b)(6)
of 13 Jan 20.
40
JBPHHINST 3440.17D, Appendix 19: Active Shooter Response; NTTP 3-07.2.1; NTTP 3-07.2.3.
41
SI with MA1 (b)(6)
of 13 Jan 20.
42
SI with Guard Officer (b)(6)
of 13 Jan 20; SI with (b)(6)
of 15 Jan 20.
43
SI with MA1 (b)(6)
of 13 Jan 20; SI with Guard Officer (b)(6)
of 13 Jan 20.
44
NTTP 3-07.2.3 § 5.9.6.
45
JBPHHINST 3300.1E, page C-13- 1 and Appendix 13 to Annex C §1 ¶ e; NTTP 3-07.2.3 § 5.9.5 and 5.9.6.
46
SI with MA1 (b)(6)
of 13 Jan 20; SI with Guard Officer (b)(6)
of 13 Jan 20.
47
SI with (b)(6)
of 16 Jan 20.
48
DODI 6055.06. § 7.2. Table 1; PHNSY&IMF Security Incident Checklist; CNRH Incident History Log of 4 Dec
19; Computer Aided Dispatch Report of 4 Dec 19.
49
DODI 6055.06. § 7.2. Table 1.
50
Computer Aided Dispatch Report of 4 Dec 19.
51
Id.
52
Id.
53
Id.
54
Id.
55
SI with (b)(6)
of 16 Jan 20.
56
Computer Aided Dispatch Report of 4 Dec 19.
57
SI with Guard Officer (b)(6)
of 22 Jan 20.
58
SI with (b)(6)
of 12 Feb 20.
59
Id.
60
Id; Computer Aided Dispatch Report of 4 Dec 19; SI with Guard Officer (b)(6)
of 13 Jan 20.
61
SI with (b)(6)
of 12 Feb 20.
62
SI with ETR2 (b)(6)
of 22 Jan 20.
63
Id.
64
Id.
65
Id.
66
Id.
67
SI with MMN2 (b)(6)
of 13 Feb 20; SI with MMAC (b)(6)
of 14 Jan 20; SI with MMA3 (b)(6)
of 13 Jan 20; SI with MMAFN (b)(6)
of 13 Jan 20; SI with LTJG (b)(6)
of 14 Jan 20.
68
Id.
69
Id.; SI with MMAC (b)(6)
of 14 Jan 20.
70
Id.
71
DoDI 6055.17 § 5.5 ¶ a; JBPHHINST 3440.17D Emergency Management Plan, Annex 21 ¶ 6(e)(2).
72
DoDI 6055.17 § 5.5 ¶ a.
73
DoDI 6055.17 § 5.5 ¶ a(2).
74
DoDI 6055.17 § 5.5 ¶ a(3).
75
JBPHHINST 3440.17D Emergency Management Plan, Annex 21 ¶ 1.
76
Id.
77
NAVADMIN 261/16.
78
Id.
79
AtHoc Registration of January 2020.
80
PHNSY & IMF ECC Timeline, Chronological Record of Events of 4 Dec 19; CNRH RDC Incident History Log
of 4 Dec 19.
81
CNRH RDC Incident History Log of 4 Dec 19.
35

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 82

Id.; CNRH Incident History Log of 4 Dec 19; DoDI 6055.17. § 5.5 ¶ a(1-3); JBPHHINST 3440.17D Emergency
Management Plan, Annex 21; SI with (b)(6)
of 16 Jan 20; SI with (b)(6)
of 21 Jan 20.
83
SI with (b)(6)
of 16 Jan 20.
84
SI with (b)(6)
of 13 Jan 20.
85
AtHoc Alert Notification of 5 Dec 19.
86
DoDI 6055.17. § 5.5 ¶ a(1-3); JBPHHINST 3440.17D Emergency Management Plan, Annex 21; SI with (b)
of 16 Jan 20; SI with (b)(6)
of 21 Jan 20; SI with (b)(6)
of 27 Jan 20. (6)
87
SI with (b)(6)
of 27 Jan 20.
88
Id.
89
Id.
90
U.S. Air Force 15th Air Wing Command Post Events Log of 5 Dec 19.
91
15th Wing QRC-404 Active Shooter/Hostage Situation Checklist; U.S. Air Force 15th Air Wing Command Post
Events Log of 5 Dec 19.
92
CNRH RDC Incident History Log of 4 Dec 19.
93
Id.; Incident Action Plan of 4 Dec 19 to 5 Dec 19; PHNSY & IMF ECC Timeline, Chronological Record of
Events of 4 Dec 19; CNRH RDC Incident History Log of 4 Dec 19; JBPHHINST 3440.17D Emergency
Management Plan, Annex 21, ¶ 6.e.2.
94
GV Administrator Training by SERCO.
95
Id.
96
SI with (b)(6)
of 21 Jan 20; SI with Mr. (b) (6)
of 21 Jan 20.
97
SI with (b)(6)
of 21 Jan 20.
98
PHNSY & IMF ECC Timeline, Chronological Record of Events of 4 Dec 19; CNRH RDC Incident History Log
of 4 Dec 19.
99
SI with (b)(6)
of 21 Jan 20.
100
PHNSY & IMF ECC Timeline, Chronological Record of Events of 4 Dec 19.
101
Id.
102
SI with Mr. Gregory Crowell of 21 Jan 20; SI with CDR(b)(6)
of 28 Jan 20.
103
SI with (b)(6)
of 16 Jan 20; SI with (b)(6)
of 21 Jan 20; SI with (b)(6)
of 21 Jan 20; SI with (b)(6)
of 14 Jan 20; SI with CDR (b)(6)
of 28 Jan 20.
104
Id.; SI with (b)(6)
of 21 Jan 20.
105
Email from (b)(6)
to (b)(6)
of 5 Feb 20.
106
Id.
107
Id.; SI with (b)(6)
of 21 Jan 20; SI with (b)(6)
of 21 Jan 20; JBPHHINST 3440.17D
Emergency Management Plan, Annex 21 ¶ 7(a).
108
DoDI 6055.17 § 4.3 ¶ c, and § 5.2; JBPHHINST 3440.17D Emergency Management Plan, Annex 21 ¶ 7(a).
109
SI with (b)(6)
of 21 Jan 20.
110
JBPHHINST 3300.1E, page 14 ¶ a.
111
Id. at page A-12 ¶ 3(b)(1).
112
SI with (b)(6)
of 21 Jan 20.
113
SI with (b)(6)
of 21 Jan 20; Annex A: Joint Base Emergency Operations Center of Sep 18 ¶ 2(c).
114
Id.; SI with (b)(6)
of 21 Jan 20.
115
Annex A: Joint Base Emergency Operations Center of Sep 18, Table 3-1
116
Id.
117
Id.
118
Id.
119
SI with (b)(6)
of 13 Jan 20; SI with Mr. (b) (6)
of 21 Jan 20; SI with (b)(6)
of
13 Jan 20; SI with (b)(6)
of 16 Jan 20; Shipyard Employee Focus Group Notes of 22 Jan 20.
120
SI with (b)(6)
of 21 Jan 20; SI with Mr. (b) (6)
of 21 Jan 20; SI with (b)(6)
of
13 Jan 20.
121
SI with (b)(6)
of 16 Jan 20; SI with (b)(6)
of 14 Jan 20.
122
SI with CDR (b)(6)
of 28 Jan 20.
123
SI with (b)(6)
of 16 Jan 20; SI with Mr. (b) (6)
of 21 Jan 20; SI with (b)(6)
of 13
Jan 20.

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 124

SI with (b)(6)
of 13 Jan 20.
Shipyard Employee Focus Groups on 22 Jan 20.
126
SI with (b)(6)
of 15 Jan 20.
127
SI with (b)(6)
of 14 Jan 20.
128
SI with (b)(6)
of 16 Jan 20; SI with Mr. (b) (6)
13 Jan 20.
129
Shipyard Employee & Supervisor Focus Groups of 22 Jan 20.
130
SI with (b)(6)
of 16 Jan 20; SI with Mr. (b) (6)
Jan 20.
131
SI with Mr. (b) (6)
of 21 Jan 20.
125

of 21 Jan 20; SI with (b)(6)
of 21 Jan 20; SI with (b)(6)

of

of 13

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 Chapter 9 – Post-Incident Response
This chapter examines post-incident response after the Pearl Harbor Naval Shipyard
(PHNSY) shooting incident. The instances of noncompliance and deficiencies in postincident response that are examined in this chapter had no direct impact on the chain of
events that led to the PHNSY shooting incident, but they should be addressed to improve
readiness and safety.

Regulatory Background
DoDI 1300.18 (Department of Defense (DoD) Personnel Casualty Matters, Policies, and
Procedures) assigns responsibilities and establishes uniform personnel policies and
procedures across DoD components for reporting, recording, notifying, and assisting the
next-of-kin whenever DoD casualties are sustained.
SECNAVINST 5720.44C CH-1 (Department of the Navy (DON) Public Affairs Policy
and Regulations) provides requirements and guidance on DON Public Affairs.
SECNAVINST 12810.2A (Federal Employees’ Compensation Act Program) provides
requirements for providing prompt medical attention and full assistance in claiming just
compensation for injuries or occupational illnesses incurred in the performance of duties.
DON Civilian Benefits Center Standard Operating Procedures # RET-01, (Employee
Death In-Service Processing for Appropriated Fund Employees) provides human
resource specialists with guidance for processes related to employee death in-service.
OPNAVINST 1754.1B (Fleet and Family Support Center (FFSC) Program) establishes
policy and assigns responsibilities for the administration and support of the Navy FFSC
program.
OPNAVINST 1770.1B (Casualty Assistance Calls and Funeral Honors Support
(CAC/FHS) Program Coordination) establishes requirements for providing and
coordinating casualty assistance and funeral honors for active duty and retired military
members and their families.
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 MILPERSMAN 1770-260 (Civilian Employee Casualty Reporting, Notification, and
Assistance) provides specific guidance on casualty notification and assistance in cases of
civilian deaths.
BUMED Instruction 6440.6 (Mobile Medical Augmentation Readiness Team (MMART)
Manual provides the basic policies and procedures for rapidly augmenting the Operating
Forces with organized teams of Medical Department personnel for limited, short-term
military operations, humanitarian relief missions, and Fleet and Fleet Marine Force
scheduled deployments.
NAVMEDCOMINST 5360.1 (Decedent Affairs Manual) provides guidance and
requirements for the search, recovery, identification, care, and disposition of remains of
deceased persons for whom the DON is responsible.
COMNAVREGHIINST 1770.1F (Casualty Assistance Calls and Funeral Honors
Program) provides guidance on casualty assistance and funeral honors in Hawaii.
COMNAVREGHIINST 3440.17B (Navy Region Hawaii Emergency Management Plan
(EMP)) provides policy, guidance, operational structure, and assignment of
responsibilities for the all-hazards management of natural and/or man-made emergencies
within Navy Region Hawaii assigned shore installations and their tenant commands.
COMNAVREGHIINST 5720.4D (Navy Region Hawaii Guidance for the Conduct of
Public Affairs) provides requirements and guidance on Navy Region Hawaii Public
Affairs Matters.
NAVSHIPYD&IMFPEARLINST 3440.17 CH-2 (EMP, Pearl Harbor Naval Shipyard &
Intermediate Maintenance Facility) provides policies and procedures for emergency
management at PHNSY & IMF.

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 Findings-Opinions-Recommendations
Casualty Assistance and Other Support to Victims and their Families
Finding 9.1 (Noncontributing/Compliance/Deficiency): Casualty support to families
was timely and effective, but coordination issues between Civilian Benefits Center (CBC)
personnel and Casualty Assistance Calls Officers (CACOs) caused confusion and delay.1
Discussion: Commander, U.S. Pacific Fleet (COMPACFLT) directed CACOs to be
assigned to the victims’ families.2 CACOs are official Navy representatives who provide
information, resources, and assistance to next of kin (NOK) or other designated persons.3
MILPERSMAN 1770-260 requires CACOs to coordinate actions with the DON Office of
Civilian Human Resources (OCHR) CBC when CACOs provide support after civilian
deaths.4 CBC personnel are human resource specialists and experts for all civilian
benefits.5 CBC personnel provide counseling to beneficiaries regarding benefits such as
life insurance upon the death of a DON employee.6 Two CBC human resource
specialists are in Hawaii, and both provided in-person counseling after this incident.
MILPERSMAN 1770-260 also requires employing activities to notify DON OCHR and
follow guidance at a (currently non-functioning website) hyperlink to ensure all
administrative and personnel actions can be taken.7 In this instance, PHNSY notified the
CBC, and the CBC contacted NOK within 24 hours in accordance with CBC standard
operating procedures (SOPs).8 CBC human resource specialists met in person with
families to assist in completing necessary forms and continue to assist the families
through the benefits process.9 Although CBC contacted the victims’ families within 24
hours, coordination issues with assigned CACOs led to confusion and delay.10 CBC
policy does not delineate coordination procedures between CBC personnel and CACOs.11
Opinion 9.1.1: The CBC generally delivered timely and effective support to the families
of the two deceased civilian employees.12
Opinion 9.1.2: CBC and CACO policies are not well coordinated, leading to unclear
guidance regarding support to civilian families after the death of a family member.13
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 CBC and CACO policies should be revised to incorporate coordination procedures
between CBC personnel and CACOs when CACOs provide casualty support to NOK and
other designated persons after civilian deaths.14
Recommendation 9.1.1: DON OCHR, in coordination with OPNAV N1, revise CBC
policy to incorporate coordination procedures between CACOs and CBC personnel when
CACOs provide casualty support after civilian deaths.
Finding 9.2 (Noncontributing/Deficiency): NOK information was not available in the
official civilian personnel records system and contributed to delay in casualty support. 15
Discussion: DON policy does not require civilian employees to provide NOK
information in official personnel files.16 Civilian employees may provide emergency
contact information voluntarily in the official system of record, the Defense Civilian
Personnel Data System (DCPDS) MyBiz+ portal.17 DCPDS NOK information is then
interfaced with the Total Workforce Management System (TWMS), where the employee
may then designate the emergency contact as their NOK.18 TWMS then is where the
servicing Human Resource Office (HRO) can access the information in emergency
situations.19
DON employees must also verify emergency points of contact semi-annually in the Navy
Family and Accountability and Assessment System (NFAAS).20 However, this
information does not populate DCPDS or TWMS, and NFAAS does not indicate whether
an emergency contact is NOK. Employees are only required to update NFAAS, not
DCPDS MyBiz+ or TWMS.21
The Director, Civilian Human Resources (DCHR) Office accessed TWMS to retrieve the
deceased victims’ NOK information after this incident, but the NOK information was
incomplete.22 The incomplete NOK information delayed submission of the DON
Notification of Civilian Employee Death form to the CBC and CACO notification.23
Opinion 9.2.1: The lack of NOK information caused delay in casualty support including
notification to victims’ families.24 This increased the risk that a family member would
not get proper notification.25
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 Recommendation 9.2.1: DON OCHR develop and implement policy to require civilians
to provide NOK information for official personnel records and verify annually.
Recommendation 9.2.2: DON OCHR coordinate with DoD and the Office of Personnel
Management (OPM) to evaluate the multiple personnel tracking systems such as DCPDS,
TWMS, and NFAAS. Consider consolidation of these systems into a single system or
system of systems that shares data using modern applications.
Finding 9.3 (Noncontributing/Compliance): Navy provided timely and effective
support to victims, families, and other civilian employees regarding death and injury
compensation claims in accordance with SECNAV Instruction 12810.2A.26
Discussion: COMPACFLT HRO Hawaii received 58 claims of workplace injury and
death related to the December 4, 2019 shooting incident.27 Twelve claims were
submitted to the Department of Labor’s Office of Workers’ Compensation Program as
personnel were claiming loss of pay or medical expenses.28 These twelve claims
consisted of two death claims and ten claims of injury.29 The additional 46 claims of
workplace injury were submitted to the HRO for record only.30 “Record only” means the
claimants suffered no loss of pay or medical expenses incurred, but are on file with the
HRO should the individuals subsequently seek benefits for their injuries.31
Opinion 9.3.1: HRO Hawaii provided comprehensive support to employees and the
victims’ families.32 HRO Hawaii provided supervisors and employees with injury
compensation and recovery Fact Sheets based on templates developed in response to the
Washington Navy Yard (WNY) shooting in 2013 and shared by the Naval Sea Systems
Command DCHR Office.33
Recommendation 9.3.1: DON OCHR gather lessons learned and materials prepared in
response to this and similar incidents and distribute them in a handbook to be shared with
the DON human resources community.

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 Employee Support Programs
Finding 9.4 (Noncontributing/Deficiency): Counseling support programs provided
effective counseling support to civilians, active duty personnel, and families.34 However,
some counseling support programs had to increase services to offset a lack of Civilian
Employee Assistance Program (CEAP) resources, and a lack of coordination and
communication negatively impacted delivery of counseling support. 35
Discussion: Joint Base Pearl Harbor-Hickam (JBPHH) has one full-time contracted
CEAP counselor to respond to requests for counseling support.36 According to the
contract, the CEAP provider is to assist with emergencies in the workplace, to include
unlimited critical incident stress debriefings, and grief counseling to be conducted at
DON sites.37 One event requires one provider per day up to 4 hours at one location.38 In
response to multiple requests, two additional CEAP counselors were made available onsite on alternating days, but not until the week of December 16, 2019.39 They departed
after December 20, 2019, because of low demand.40
The JBPHH Military and Family Support Center (MFSC) reduced their primary mission
to augment CEAP by accepting walk-ins.41 The MFSC Emergency Family Assistance
Center (EFAC) operated from 1730 to 2300, on December 4, 2019, at two locations, the
MFSC and PHNSY Building 2, and activated its call center.42 The MFSC EFAC and call
center continued to operate through December 6 and December 9, 2019, respectively.43
The MFSC and Building 2 EFAC had a small number of walk-ins related to the shooting
incident during this time.44 Through December 13, 2019, while the CEAP was
understaffed, the MFSC clinicians saw 74 clients, 29 military and 45 civilian.45
The Special Psychiatric Rapid Intervention Team (SPRINT) provided educational and
consultative services December 9 through December 11, 2019, to over 800 active duty
and civilian personnel through small group and individual interventions.46 The PHNSY
Deputy Executive Director initiated the request for SPRINT support.47 The SPRINT
team members were augmented by personnel from Naval Health Clinic Hawaii, Tripler
Army Medical Center, Schofield Barracks, and the Chaplain Corps.48
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 Several HROs contacted the CEAP counselor directly to initiate CEAP counseling
support for employees from PHNSY and other commands in the region.49 The one
CEAP counselor was quickly overwhelmed at the scale of the incident and unfamiliar
with the Navy organization, which contributed to the confusion.50 In addition, some
offices sent incorrect contact information for CEAP counseling services to their
employees.51 On December 6, 2019, the COMPACFLT HRO Hawaii Director assumed
the lead for coordination of CEAP counseling support in the region.52
The MFSC EFAC and SPRINT also experienced challenges with disseminating
information about available counseling services.53 After December 4, 2019, the JBPHH
Public Affairs Office (PAO) released incorrect information on social media about
counseling services, and the MFSC EFAC did not have approved public messaging and
responses to queries.54 The JBPHH PAO was unaware that the EFAC required this
information.55 Prior coordination and training had not been done in accordance with
EFAC Desk Guide, which requires the EFAC Director to have staffing, training, and
recall plans in place to establish an EFAC.56 In addition, many human resource
specialists and supervisors who were referring PHNSY personnel to counseling services
were also unaware of the SPRINT team’s arrival to Hawaii and remained unaware until
the day the SPRINT personnel departed Hawaii on December 13, 2019.57
Opinion 9.4.1: CEAP did not have sufficient counseling support immediately after the
shooting.58 Four hours of onsite counseling per day, as provided in the Magellan Health
contract, was inadequate to support the needs of a large workforce following a traumatic
event.59 DON OCHR and Magellan Health should have responded more quickly to
requests for support.60
Opinion 9.4.2: CEAP, EFAC, SPRINT, local medical providers, and religious support
personnel who augmented these counseling support programs, combined to provide
effective counseling support to civilian employees, active duty personnel, and families at
JBPHH after the shooting incident.61
Opinion 9.4.3: HROs and JBPHH did not release timely and accurate information about
available counseling support services because of a lack of coordination.62 One official
should have the responsibility and authority to lead coordination of counseling support
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 services in Navy regions after major incidents.63 MFSC EFAC should complete prior
coordination, training, staffing, and recall procedures before major incidents.64
Recommendation 9.4.1: DON OCHR review CEAP contracts to ensure adequate
counseling support, including crisis management and the ability to surge additional
support following major incidents (e.g., active shooter or mass casualties).
Recommendation 9.4.2: CNIC develop policy that designates an official (e.g., Region
Director, Total Force Manpower Management (N1)) to take lead on coordinating
counseling support services throughout Navy regions following major incidents.65
Recommendation 9.4.3: JBPHH EFAC Director, in coordination with JBPHH PAO,
establish a memorandum of understanding (MOU) on training, staffing and recall
procedures in accordance with established guidance.66

Impacts to PHNSY & IMF Personnel and Work Place Safety Concerns
Finding 9.5 (Noncontributing/Deficiency): The PHNSY workforce has significant
concerns for workplace safety resulting from this incident.67 These concerns primarily
relate to the level of preparedness to respond to future events and to lack of
communication.68
Discussion: The investigation team conducted focus groups with PHNSY workforce
where they expressed concern about the level of preparedness to respond to future
events.69 They raised concerns about the adequacy of active shooter training generally
and for the specific conditions of the shipyard; 70 the adequacy of warning systems and
emergency communications within the Controlled Industrial Area (CIA), e.g., AtHoc and
Giant Voice; 71 and questioned the need for armed watchstanders in the CIA.72 Chapter 7
and 8 of this report provide findings, opinions, and recommendations concerning force
protection and incident response to improve PHNSY readiness and safety.
The civilian workforce also expressed concern in interviews and focus groups about the
lack of communication from leadership in recent weeks to address these and other
questions.73 The PHNSY Commander released all hands and employee notifications by
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 email on December 4 and December 5, 2019, which provided the shipyard workforce
with information on reporting to work on December 5, 2019 and counseling support.74
The PHNSY Commander met with Code 130 personnel on December 6, 2019, and led
three all hands meetings at the Bloch Arena later that same day.75 MFSC clinical
counselors, CEAP, and the COMPACFLT Hawaii HRO Director attended the meetings.76
However, since these initial meetings, there has been a general lack of communication
with the last all hands email being on December 12, 2019.77 Commander, Naval Sea
Systems Command (COMNAVSEASYSCOM), after coordination with COMPACFLT,
assumed the lead on workforce communications concerning the shooting investigation.78
The PHNSY Commander must coordinate with COMNAVSEASYSCOM before any
communications with the workforce related to the shooting incident and investigation.79
The coordination procedure, while initially established to protect law enforcement
sensitive information, has prevented or delayed release of information to the workforce.80
Opinion 9.5.1: The PHNSY workforce has significant concerns about workplace safety
as a result of this incident especially the level of preparedness, and the lack of
communication about the actions taken in response to the shooting incident.81
Opinion 9.5.2: Navy lacks comprehensive guidance about internal workforce
communication following traumatic events, and the lack of communication after this
incident has hampered recovery of the PHNSY workforce.82 The information
environment is also characterized by the widespread use of social media from unverified
sources that can rapidly spread incorrect or incomplete information.83 The Navy lacks a
coordinated, easy-to-use method with effective management controls to share critical,
unclassified information from commanders to Sailors, civilians, and their families after
an incident.84
Recommendation 9.5.1: PHNSY, in coordination with COMNAVSEASYSCOM,
increase communication with the shipyard workforce concerning the steps being taken to
review programs, policies, and procedures for compliance and deficiencies, and to
improve readiness and safety as a result of this incident.
Recommendation 9.5.2: CNIC lead a multi-disciplinary team to include subject matter
experts in command leadership, human resources, law enforcement, counseling support,
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 religious support, law, and public affairs to develop policy guidance and best practices
regarding effective communications to impacted workforce after major incidents.
Recommendation 9.5.3:

(b) (5)

Mission Continuity and Communication
Finding 9.6 (Noncontributing/Deficiency): The PHNSY emergency management plan
(EMP) does not clearly designate essential personnel for closures after major incidents.85
PHNSY provided unclear direction to the shipyard workforce on whether to report to
work on December 5, 2019.86
Discussion: The PHNSY workforce in the CIA were held late on December 4, 2019, as
law enforcement cleared buildings and interviewed witnesses.87 Many employees, or
their union representatives on their behalf, reported being stressed or anxious while
waiting to be released from work that evening.88 When employees on the “surface side”
of the CIA were informed they were required to report to work December 5, 2019, many
approached their union steward to ask why they were being treated differently than
employees who may have been working on the “submarine side,” closer to the active
shooter event.89 On December 5, 2019, these employees were released to go home by
noon.90 The reported status of the shipyard on social media and available by calling the
PHNSY telephone number on December 5, 2019, was that the shipyard was closed.91
Opinion 9.6.1: PHNSY guidance to the workforce regarding the status of the workforce
on December 5, 2019 caused confusion.92 The PHNSY EMP should clearly designate
essential personnel for shipyard closures that are not weather-related, to include closures
as a result of a major incident or mass casualty.93

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 Recommendation 9.6.1: PHNSY update the shipyard EMP to clearly designate essential
personnel for shipyard closures that are not weather-related, to include closures as a result
of a major incident or mass casualty.
Recommendation 9.6.2: Echelon 2 Commanders ensure subordinate commands’ EMPs
designate emergency personnel for closures that are not weather-related, to include
closures as a result of a major incident or mass casualty.
Finding 9.7 (Noncontributing/Noncompliance): NFAAS was not activated to account
for personnel after the December 4, 2019 shooting incident.94
Discussion: NFAAS is the required mechanism for personnel accountability.95 Director,
Total Force Manpower Management for CNRH N1 stated NFAAS was not used to
account for personnel immediately following the shooting incident based on mistaken
direction that the incident only affected shipyard personnel.96
Commands used text, telephone calls, and personal knowledge to account for personnel
after the PHNSY shooting incident.97 There were no reported consolidated efforts to
account for personnel.98 Some reported that consolidated accountability efforts did not
take place because this was a “shipyard event” and only the shipyard needed to account
for their personnel.99 However, Naval Facilities Engineering Command (NAVFAC), for
example, had employees working in the CIA near Dry Dock 2 during the incident. 100
Similarly, the 2013 WNY shooting occurred in a Naval Sea Systems Command building
but included NAVFAC victims.101
Opinion 9.7.1: NFAAS should be used to account for personnel throughout an affected
area after an active shooter incident because the incident may impact personnel from
several commands.102 As this incident and the WNY incident demonstrate, location alone
does not define the affiliation of all affected personnel.103 All personnel within the area
should be accounted for regardless of the command to which they are assigned.104
Recommendation 9.7.1: CNIC review procedures and conduct training on recall and
post-incident accountability for personnel and families through NFAAS.

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 Finding 9.8 (Noncontributing/Compliance): Public Affairs (PA) external
communications were in accordance with Navy instructions.105
Discussion: External communication support efforts consisted of PA offices from across
the Hawaii region and Washington D.C., to include CHINFO; Commander, U.S. IndoPacific Command (CDRUSINDOPACOM); Director, Naval Reactors (NR);
COMPACFLT; Commander, Submarine Force, U.S. Pacific Fleet (COMSUBPAC);
Commander, Navy Region Hawaii (CNRH); JBPHH; and PHNSY.106 CNRH and
JBPHH issued initial press release and social media posts within 30 minutes of the
incident.107 While this was within required timelines, the initial social media post was
delayed due to a delay in on-base emergency notifications.108 PA offices coordinated by
phone bridge and email with final review by various subject matter experts at the CNRH
Regional Operations Center (ROC) and JBPHH Emergency Operations Center (EOC).109
Before this incident, CNRH PA did not have an active shooter response SOP, but they are
drafting one now.110
Opinion 9.8.1: CNRH PA external communication efforts immediately following the
incident were timely, accurate, and appropriate, but procedures can be improved.111
Recommendation 9.8.1: CHINFO, in coordination with CNIC, develop PA policy for
active shooter and other major security incidents that incorporate shorter response
timelines, best practices, and lessons learned from previous incidents.112 This should
include periodic drills and/or tabletop exercises to test procedures and ensure individual
understanding and proficiency.

1

SI with (b)(6)
of 15 Jan 20; SI with (b)(6)
Jan 20; SI with (b)(6)
of 14 Jan 20.
2
Id.
3
MILPERSMAN 1770-010.
4
MILPERSMAN 1770-260 ¶ 5.
5
DON CBC SOP of 29 Apr 11.
6
Id.
7
MILPERSMAN 1770-260 ¶ 2.
8
SI with (b)(6)
of 10 Jan 20.
9
SI with (b)(6)
of 16 Jan 20; SI with (b)(6)
10
SI with (b)(6)
of 10 Jan 20; SI with (b)(6)
13 Jan 20; SI with (b)(6)
of 15 Jan 20.

of 13 Jan 20; SI with (b)(6)

of 16 Jan 20.
of 16 Jan 20; SI with (b)(6)

of 10

of

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 11

DoD Personnel Processing Guide for Death In-Service; DON CBC Standard Operating Procedures Number RET01, Employee Death In-Service Processing for Appropriated Fund Employees.
12
SI with (b)(6)
of 16 Jan 20.
13
SI with (b)(6)
of 10 Jan 20; SI with (b)(6)
of 16 Jan 20; SI with (b)(6)
of
13 Jan 20.
14
Id.
15
SI with (b)(6)
of 15 Jan 20; SI with (b)(6)
of 10 Jan 20.
16
SI with (b)(6)
of 21 Jan 20.
17
DoD DCPAS, MyBiz+, Core Services § 1.1.8; MyBiz+ User Guide for Managers & Supervisors.
18
CNICINST 5230.1A, TWMS Access Responsibility List.
19
Id.
20
OPNAVINST 3006.1 § 5(c)(4).
21
Id.
22
SI with (b)(6)
of 10 Jan 20.
23
SI with (b)(6)
of 15 Jan 20; SI with (b)(6)
of 21 Jan 20.
24
SI with (b)(6)
of 10 Jan 20; SI with (b)(6)
of 21 Jan 20; SI with (b)(6)
of 13 Jan 20.
25
Id.
26
Id.
27
SECNAV 12810.2A § 5.
28
Injury Compensation Claims: Email from (b)(6)
to (b)(6)
of 6 Jan 10.
29
Id.
30
Id.
31
Id.
32
SI with (b)(6)
of 10 Jan 20; After Action Report ICO SPRINT of 7 Jan 20.
33
SI with (b)(6)
of 14 Jan 20.
34
After Action Report ICO SPRINT of 7 Jan 20.
35
SI with (b)(6)
of 10 Jan 20; SI with (b)(6)
of 15 Jan 20.
36
SI with (b)(6)
of 17 Jan 20; SI with (b)(6)
of 21 Jan 20.
37
Magellan Health Care Contract § 5.3.3.
38
Id.
39
SI with (b)(6)
of 17 Jan 20.
40
Id.
41
OPNAVINST 1754.1B, FFSC Program ¶ 3.
42
SI with (b)(6)
of 21 Jan 20.
43
Id.
44
Id.
45
Id.
46
Memorandum for the Record, Conversation with CDR (b)(6)
of 5 Feb 20.
47
SI with (b)(6)
of 13 Jan 20.
48
After Action Report ICO SPRINT of 7 Jan 20.
49
SI with (b)(6)
of 10 Jan 20; SI with (b)(6)
of 15 Jan 20; SI with (b)(6)
of 14 Jan 20.
50
Id.
51
SI with (b)(6)
of 21 Jan 20.
52
SI with (b)(6)
of 17 Jan 20.
53
Id.; After Action Report ICO SPRINT of 7 Jan 20; SI with (b)(6)
of 21 Jan 20.
54
SI with (b)(6)
of 21 Jan 20; Facebook Twitter Posts by JBPHH PAO.
55
Email from (b)(6)
to CDR (b)(6)
of 27 Jan 20.
56
The Fleet & Family Support Center Emergency Family Assistance Center (EFAC) Desk Guide § 7, 14, 16.
57
SI with (b)(6)
of 14 Jan 20; SI with (b)(6)
of 17 Jan 20.
58
SI with (b)(6)
of 21 Jan 20.
59
Id; Magellan Health Care Contract.

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 60

SI with (b)(6)
of 14 Jan 20; SI with (b)(6)
of 17 Jan 20.
The Fleet & Family Support Center Emergency Family Assistance Center (EFAC) Desk Guide § 2 ¶ 5.
62
SI with (b)(6)
of 21 Jan 20; SI with (b)(6)
of 17 Jan 20.
63
SI with (b)(6)
of 10 Jan 20; SI with (b)(6)
of 15 Jan 20; SI with (b)(6)
of 14 Jan 20.
64
The Fleet & Family Support Center Emergency Family Assistance Center (EFAC) Desk Guide § 7, 14, 16.
65
COMNAVREGHIINST 3440.17B, Enclosure 1 ¶ l(d)(3)(d) and ¶ m(12).
66
The Fleet & Family Support Center Emergency Family Assistance Center (EFAC) Desk Guide § 7, 14, 16.
67
Shipyard Employee & Supervisor Focus Groups of 22 Jan 20.
68
Id.
69
Id.
70
Shipyard Employee Focus Group on 22 Jan 20.
71
SI with (b)(6)
of 16 Jan 20; Shipyard Focus Groups on 22 Jan 20.
72
SI with (b)(6)
of 13 Jan 20; SI with (b)(6)
of 13 Jan 20; SI with (b)(6)
of
16 Jan 20; Shipyard Employee Focus Groups on 22 Jan 20; SI with (b)(6)
of 16 Jan 20.
73
SI with (b)(6)
of 13 Jan 20; SI with (b)(6)
of 13 Jan 20; Shipyard Focus Groups on
22 Jan 20.
74
Email from CAPT (b)(6)
email to All Hands of 4 Dec 19; Email from (b)(6)
to All
Hands of 4 Dec 19; Email from CAPT (b)(6)
email to All Hands of 5 Dec 19.
75
SI with (b)(6)
of 21 Jan 20.
76
SI with (b)(6)
of 14 Jan 20; SI with (b)(6)
of 13 Jan 20.
77
SI with (b)(6)
of 13 Jan 20; SI with (b)(6)
of 13 Jan 20; Shipyard Focus Groups on
22 Jan 20; Email from CAPT (b) (6)
email to All Hands of 12 Dec 19.
78
SI with (b)(6)
of 21 Jan 20.
79
Id.
80
SI with CAPT (b) (6) of 21 Jan 20; SI with (b)(6)
of 13 Jan 20; SI with (b)(6)
of 13
Jan 20; SI with (b)(6)
of 21 Jan 20.
81
Shipyard Employee & Supervisor Focus Groups of 22 Jan 20.
82
Id.; SI with CAPT (b)(6)
of 21 Jan 20; SI with (b)(6)
of 16 Jan 20; SI with (b)(6)
of 13 Jan 20.
83
SI with CAPT (b)(6)
of 21 Jan 20.
84
Id; Shipyard Employee Focus Group of 22 Jan 20.
85
NAVSHIPYD&IMFPEARLINST 3440.17, Emergency Management Plan, Pearl Harbor Naval Shipyard &
Intermediate Maintenance Facility, Enclosure 1, Annex D.
86
Email from (b)(6)
to All Hands of 4 Dec 19.
87
SI with (b)(6)
of 13 Jan 20; SI with (b)(6)
of 16 Jan 20; Shipyard Focus Groups on 22
Jan 20.
88
Shipyard Employee Focus Group of 22 Jan 20.
89
SI with (b)(6)
of 16 Jan 20.
90
Id.
91
Facebook and Twitter Posts by JBPHH PAO.
92
Id.; Email from (b)(6)
to All Hands of 4 Dec 19.
93
Id.
94
SI with (b)(6)
of 10 Jan 20; SI with (b)(6)
of 14 Jan 20; SI with (b)(6)
of 14 Jan 20; SI with (b)(6)
of 21 Jan 20; SI with (b)(6)
of 13 Jan 20.
95
COMNAVREGHIINST 3440.17B, Annex 6.
96
SI with (b)(6)
of 10 Jan 20; SI with (b)(6)
of 13 Jan 20; SI with (b)(6)
of 14
Jan 20.
97
SI with CAPT (b)(6)
of 21 Jan 20; SI with (b)(6)
of 14 Jan 20.
98
SI with (b)(6)
of 10 Jan 20; SI with (b)(6)
of 13 Jan 20; SI with (b)(6)
of 14
Jan 20.
99
SI with (b)(6)
of 14 Jan 20.
100
SI with (b)(6)
of 17 Jan 20.
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61

 Navy Office of Information (24 JUN 2014) “SECNAV Pays Tribute to Washington Navy Yard Attack Victims,
Responders.” Navy News Service. Retrieved from www.navy.mil.
102
SI with (b)(6)
of 17 Jan 20; SI with CAPT (b) (6)
of 21 Jan 20; SI with (b)(6)
of 14 Jan 20.
103
Id.
104
Id.
105
SECNAVINST 5720.44C § 1-9, 1-14, 2-1, 2-20, 3-4; COMNAVREGHIINST 5720.4D § 7-8.
106
SI with (b)(6)
of 17 Jan 20; SI with (b)(6)
of 13 Jan 20; SI with CDR
of 17 Jan 20.
(b)(6)
107
CNRH PAO External Communication Timeline; CNRH PAO Press Release Media Advisory;
Facebook Twitter Posts by JBPHH PAO; COMNAVREGHIINST 5720.4D; SECNAVINST 5720.44C.
108
SI with (b)(6)
of 17 Jan 20.
109
SI with (b)(6)
of 17 Jan 20; SI with (b)(6)
of 13 Jan 20; SI with CDR
of
17
Jan
20.
(b)(6)
110
SI with (b)(6)
of 17 Jan 20.
111
CNRH PAO Lessons Learned.
112
SECNAVINST 5720.44C § 2-1; COMNAVREGHIINST 5720.4D § 7.
101

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 Chapter 10 – Opinions and
Recommendations
This chapter provides the investigation’s main opinions and primary recommendations.
(Note: Appendix A provides a complete listing of specific findings, opinions, and
recommendations from Chapters 3 through 9).

Opinions
Based on the findings, four main opinions inform the recommendations in this report:
Opinion 1: The evidence did not establish with certainty why Romero chose to shoot
three civilians and kill himself, but it did show that he had several stressors in his life in
the months leading up to the shooting that, when taken together, likely led him to choose
violence. No effective formula exists to predict violent behavior with any level of
accuracy. Amplifying guidance and training in arms, ammunition, and explosives
(AA&E) rescreening standards may have prompted Romero’s rescreening based on the
risk factors known to the Navy before the December 4, 2019 shooting incident.
Opinion 2: The Submarine Expanded Mental Health Program (eMHP) is a valuable
program that enhances the readiness of the submarine force through early intervention
and prevention. However, a review of Romero’s care and eMHP Clinic diagnostic data
indicate a potential pattern of under-diagnosis to maintain patients on submarine duty.
Opinion 3: The Department of Defense (DoD) policy on confidentiality is central to
removing the stigma of seeking mental health treatment and building trust between
medical providers and patients. However, the chain of command is also central to
ensuring the resilience and well-being of Sailors, unit mission readiness, and warfighting
effectiveness. A better balance must be achieved between confidentiality and sharing
information to improve care, and ensure that high-risk personnel are identified and
appropriately monitored, especially where Sailors are given access to means that can kill
or cause serious injury.
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 Opinion 4: DoD and Department of the Navy (DON) insider threat programs and
training have developed in recent years in part as a result of lessons learned from the
tragic shootings at Fort Hood and the Washington Navy Yard. This incident
demonstrates more work is required in some areas. These areas include increased
information sharing, and incorporating prevention principles and human factor
assessments into programs, policies, and procedures, such as AA&E screening and Sailor
resilience programs.

Recommendations
Potential Contributing factors. The primary recommendations concerning potential
contributing factors in this incident include the following:
 Bureau of Medicine and Surgery (BUMED), in coordination with Type Commanders,
conduct a comprehensive review of the eMHP to determine if there is a pattern of
under-diagnosis and to clarify the proper role and scope of practice of behavioral
health technicians. The review should also include manning, patient/provider ratios,
facilities, and reporting tripwires to commands.
 Commander Submarine Forces, in coordination with BUMED, align eMHP practice
to comply with the existing instruction to present a unified plan among the chain of
command, patient, and provider. Use informed consent with patients to share
information and improve care, and as necessary, disclose information to commanders
through existing exceptions to DoD policy on confidentiality—specifically, the harm
to mission, special personnel, or other special circumstances exceptions.
 OPNAV N4 revise AA&E policy, procedures, and training on screening and
rescreening to clarify vague standards, and incorporate prevention principles, human
factor assessments, and tripwires. Mental health treatment without a diagnosis should
not be a tripwire by itself, but should be considered a tripwire for rescreening if
present with other factors such as continuing poor performance, disciplinary actions,
or family issues that raise concerns about maturity, stability, or dependability.
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  In combination with aligning eMHP practice to increase information sharing with the
chain of command, Commander Submarine Forces take action as appropriate to
increase communication and collaboration across the submarine force concerning
mental health.
 OPNAV N17 expedite and fully resource changes to the Expanded Operational Stress
Control (E-OSC) Program, including incorporation of primary prevention principles
and human factors into Command Resilience Team (CRT) efforts to promote healthy
command climates and well-being.
 Director, Navy Staff (DNS), in coordination with DON Insider Threat Hub, use this
incident as a case study when developing fleet reporting procedures to the DON
Insider Threat Hub as it works toward full operational capability. Consider use of the
E-OSC program and CRTs when implementing Prevention, Assistance and Response
(PAR) or PAR-like capabilities at the installation and organization-level to augment
predictive approaches to insider threats.

Noncontributing Factors. The primary recommendations concerning noncontributing
factors in this incident include the following:
 DoD Consolidated Adjudications Facility (DoD CAF) use this incident as a case study
to evaluate continuous evaluation reporting thresholds. Further define catch-all
categories on judgment, trustworthiness, reliability, and maturity as well as provide
illustrative examples through amplifying guidance and training to aid unit-level
decision-making in continuous evaluation reporting.
 Naval Education and Training Command (NETC), in coordination with BUMED,
review this report to identify potential improvements to mental health screening
procedures in recruit training and accession training.
 CNRH enter into a comprehensive mutual aid agreement with the Honolulu Police
Department (HPD) that addresses local communication, coordination, and training

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 procedures. Commander, Naval Installations Command (CNIC) assess adequacy of
mutual aid agreements with local law enforcement at other installations.
 OPNAV N4, in coordination with Commander, U.S. Fleet Forces Command (CUSFF)
and Naval Warfare Development Command, revise Navy Tactics, Techniques, and
Procedures (NTTPs), and training on building clearance, physical restraints, and
evacuation procedures in the context of active shooter incidents.
 Echelon 2 Commanders ensure that all subordinate commands have active shooter
PPRs and security de-confliction procedures in Antiterrorism Plans.
 Commander Submarine Forces, in coordination with pertinent Echelon 2
Commanders, assess whether armed watchstanding requirements inside Controlled
Industrial Areas (CIAs) can be modified in some Force Protection conditions.
 CNIC improve technical capabilities of mass notification systems and revise operating
procedures to reduce the probability of human error.
 DON Office of Civilian Human Resources (OCHR), in coordination with OPNAV
N1, revise Civilian Benefits Center (CBC) policy to incorporate coordination
procedures between Casualty Assistance Calls Officers (CACOs) and CBC personnel
when CACOs provide casualty support after civilian deaths.
 CNIC develop policy that designates an official (e.g., Region Director, Total Force
Manpower Management (N1)) to take lead on coordinating counseling support
services throughout Navy regions following major incidents.
 CNIC lead a multi-disciplinary team to include subject matter experts in command
leadership, human resources, law enforcement, counseling support, religious support,
law, and public affairs to develop policy guidance and best practices regarding
effective communications to impacted workforce after major incidents.

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  PHNSY, in coordination with Commander, Naval Sea Systems Command
(COMNAVSEASYSCOM), increase communication with the shipyard workforce
concerning the steps being taken to review programs, policies, and procedures for
compliance and deficiencies as a result of this incident and the steps being taken to
increase preparedness in the future.

Accountability
 (b) (6)
:
(b) (6)

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 (b) (6)

 (b) (6)

 (b) (6)

 (b) (6)

(b) (6)

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  Finding 3.2 (Potential
Contributing/Noncompliance/Deficiency):
Contrary to the Submarine Force eMHP instruction, the
eMHP Clinic did not present a unified plan among the
chain of command, patient, and provider regarding
Romero’s mental health treatment as required. The
eMHP Clinic staff did not collaborate with Romero’s
chain of command because he did not meet any
exception to the Department of Defense (DoD) policy
on confidentiality. The eMHP Clinic staff’s
interpretation of DoD policy imposed a barrier on
information sharing and collaboration with the chain of
command.

Opinion 3.2.1:
The DoD policy on confidentiality is central to
removing the stigma of seeking mental health treatment
and building trust between medical providers and
patients. However, commanding officers have a clear
need to know of any condition that could impact
Sailors’ abilities to safely and effectively execute their
duties. A better balance must be achieved between
confidentiality and sharing information about mental
health especially where Sailors have access to firearms
or conduct high-risk tasks.
Opinion 3.2.2:
The eMHP Clinic’s interpretation of DoD policy on
confidentiality conflicts with the Submarine Force
eMHP instruction that requires a unified plan among
the chain of command, patient, and provider. The use
of informed consent (waiver of confidentiality) to
increase information sharing and collaboration between
commanding officers and providers would improve
patient care and ensure that high-risk personnel are
identified and appropriately monitored consistent with
medical ethics.
Opinion 3.2.3:
The eMHP Clinic manning levels also affect level of
outreach, information sharing, and collaboration with
commands.

Recommendation 3.2.1:
Commander Submarine Forces, in coordination with
BUMED, align eMHP practice to present a unified plan
among the chain of command, patient, and provider in
accordance with the existing instruction. Use informed
consent (waiver of confidentiality) with patients to
improve care, and as necessary, disclose information
through existing exceptions to DoD policy on
confidentiality—specifically, the harm to mission,
special personnel, or other special circumstances.
Recommendation 3.2.2:
BUMED PHAB issue guidance to mental health
providers concerning the proper use of informed consent
outside of enumerated exceptions in DoDI 6490.08 to
improve care, ensure that high-risk personnel are
identified and appropriately monitored, and improve the
relationship between commander and provider. Seek
change to DoDI 6490.08 to expressly address informed
consent to improve patient care.
Recommendation 3.2.3:
BUMED, in coordination with Type Commanders,
include manning levels in comprehensive review of
eMHP. See Recommendation 3.1.2.

Opinion 3.2.4:
If the eMHP Clinic informed the USS COLUMBIA
chain of command or MDR that they advised “if
Romero’s conditions should worsen to talk to his chain
of command about being temporarily removed from
standing an armed watch” then the chain of command
may have been more likely to rescreen and remove
Romero from watchstanding following his DRB or
XOI.

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  Finding 4.2 (Potential Contributing/Noncompliance):
Romero assumed security duties as the Topside Roving
Patrol without getting the required safety brief.

Opinions 4.2.1:
The missed security and safety briefs demonstrate a
lack of procedural compliance and were a missed
opportunity for duty section leadership to assess
Romero’s suitability for watch before he was issued a
firearm.

Recommendation 4.2.1:
USS COLUMBIA revise duty section procedures to
ensure armed watchstanders complete safety and security
brief requirements before watch.
Recommendation 4.2.2:
Fleet Commanders direct all submarine units to ensure
duty section procedures require armed watchstanders
complete safety and security brief requirements before
watch.

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  Finding 5.3
(Noncontributing/Compliance/Deficiency):
USS COLUMBIA’s CRT conducted command climate
assessments in accordance with OPNAV Instruction
5354.1G. However, unit-level CRTs with additional
guidance and training can do more to promote healthy
command climates and Sailor well-being.

Opinion 5.3.1:
The E-OSC should be expedited, and training resources
should be augmented to incorporate primary prevention
principles and human factors into CRTs.
Opinion 5.3.2:
The CRT instruction, guide, and training should be
updated to incorporate primary prevention principles
and human factors, and training should be developed
for command leadership and Sailor development
schools that is tailorable to communities and their
respective operational environments, platforms, and
command compositions.

Recommendation 5.3.1:
OPNAV N17, in coordination with Echelon 2
Commanders, revise the E-OSC training plan to
incorporate leadership resources in addition to CCSs
and CMEO Managers.
Recommendation 5.3.2:
OPNAV N17 update the CRT instruction and CRT
guide to incorporate guidance on primary prevention
principles and human factors.
Recommendation 5.3.3:
OPNAV N17 develop CRT training for command
leadership and Sailor development schools that is
tailorable to platforms and across command
environments.

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  Finding 6.3 (Potential
Contributing/Noncompliance/Deficiency):
Romero constituted an insider threat. Romero
demonstrated potential risk indicators to shipmates that
were not significant enough to prompt reports through
any established insider threat reporting procedures or
to law enforcement, but they should have been
reported to supervisors.

Opinion 6.3.1:
No one could not have reasonably predicted Romero’s
violent behavior on December 4, 2019, but he did
demonstrate potential risk indicators that should have
been reported to supervisors.
Opinion 6.3.2:
This incident should be incorporated into DON insider
threat awareness and reporting training to increase
content on reporting workplace violence. The
shipmates’ encounters with Romero are examples of
the key principle of threat management, which is “see
something, say something.”
Opinion 6.3.3:
Prevention (e.g., PAR-like capabilities) should
augment predictive tools to help prevent workplace
violence. Command Resilience Teams (CRTs) may
offer existing PAR-like capabilities at the unit level
especially after the Expanded Operational Stress
Control (E-OSC) program incorporates prevention
principles and human factors.

Recommendation 6.3.1:
Director, Navy Staff (DNS) and Echelon 2
Commanders, in coordination with DON Insider
Threat Hub, use this incident as a case study when
developing fleet reporting procedures to the DON
Insider Threat Hub as it works toward full operational
capability.
Recommendation 6.3.2:
The Naval Criminal Investigative Service (NCIS)
incorporate this incident, including the indicators into
DON Insider Threat Training.
Recommendation 6.3.3:
DNS, in coordination with DON Insider Threat Hub,
consider use of the E-OSC program and CRTs when
implementing PAR-like capabilities at the installation
and organization-level. See Finding 5.3.

Opinion 6.3.4:
If shipmates would have reported potential risk
indicators to supervisors, the chain of command may
have aggregated them with other known risk factors to
recognize that circumstances warranted his rescreening
for armed watchstanding.

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  Finding 7.3 (Noncontributing/Noncompliance):
PHNSY does not conduct required Antiterrorism
Working Group (ATWG), Threat Working Group
(TWG), or Antiterrorism Executive Council (ATEC)
meetings.

Opinion: 7.3.1:
PHNSY is not in compliance with the COMPACFLT
requirement for all commands to conduct ATWGs,
TWGs, and ATECs. PHNSY ATWGs, TWGs, and
ATEC meetings would facilitate internal and external
information sharing, planning, and coordination among
all stakeholders on force protection issues such as
access controls, threat and vulnerability assessments,
PPRs, training, and armed watchstanding requirements
within the CIA and shipyard.

Recommendation: 7.3.1:
PHNSY conduct ATWGs, TWGs, and ATECs.

Finding 7.4 (Noncontributing/Noncompliance):
PHNSY did not conduct required Random
Antiterrorism Measure (RAM) inspections.

Opinion 7.4.1:
Failure to comply with this requirement diminishes the
overall security posture of PHNSY and JBPHH.

Recommendation 7.4.1: PHNSY, in coordination with
JBPHH NSF, develop and implement a RAM
inspection program that includes JBPHH NSF support
within the CIA.

Recommendation: 7.3.2:
COMNAVSEASYSCOM verify all shipyards are
conducting ATWGs, TWGs, and ATECs as required
by the Fleet Commander and/or OPNAV Instruction
F3300.53C.

Recommendation 7.4.2: COMNAVSEASYSCOM
verify other shipyards have RAM inspection programs
that include NSF support within the CIA.
Finding 7.5
(Noncontributing/Noncompliance/Deficiency):
USS COLUMBIA’s Topside Roving Patrol does not
execute AT duties and responsibilities consistent with
the Submarine Organization and Regulations Manual
(SORM), CSLCSPINST 5400.49.

Opinion 7.5.1:
Fleet and Type Commanders should evaluate the
requirement for an armed Topside Roving Patrol in the
CIA.
Opinion 7.5.2:
USS COLUMBIA’s Topside Rover Patrol security
patrol is beyond the physical scope of Top Side Rover
responsibility as delineated in the Type Commander’s
instruction, CSLCSPINST 5400.49 (SORM).

Recommendation 7.5.1:
Commander Submarine Forces, in coordination with
COMPACFLT; Commander, U.S. Fleet Forces
Command (CUSFF); Commander, Naval Installations
Command (CNIC); and COMNAVSEASYSCOM,
assess whether armed watchstanding requirements in
the CIA can be modified in some Force Protection
conditions.
Recommendation 7.5.2:
If the armed watchstanding requirements are validated,
Commander Submarine Forces, clarify AT duties and
responsibilities of the armed watches in the CIA to
include the pier and dry dock areas.

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  Finding 8.3 (Noncontributing/Deficiency):
JBPHH NSF and supporting law enforcement agencies
could not access all locked spaces to clear buildings
and secure the shooting scene.

Opinions 8.3.1:
Physical security plans should include access
procedures for first responders to be able to enter
locked buildings, including restricted areas.

Recommendation 8.3.1:
PHNSY, in coordination with JBPHH NSF, revise
access procedures in their physical security plan for
first responders to have access to locked buildings and
restricted areas in active shooter and other emergency
situations. This plan should include guidance for
debriefing any first responders who enter restricted
areas.
Recommendation 8.3.2:
Echelon 2 Commanders ensure subordinate
commands’ physical security plans include access
procedures for first responders to be able to enter
locked buildings, including restricted areas, in active
shooter and other emergency situations.

Finding 8.4
(Noncontributing/Compliance/Deficiency):
FFD Basic Life Saving (BLS) unit responded within
required 7 minutes upon receiving the report of an
active shooter.

Opinion 8.4.1:
FFD responded quickly to the scene and provided
appropriate medical care to the victims. However,
response procedures can be improved based on lessons
learned from the incident including designation of
entry and egress gates.

Recommendation 8.4.1:
CNIC and JBPHH incorporate FFD lessons learned
from this incident, including specifying entry and
egress gates for off-base emergency response, into
coordinated training with local law enforcement and
emergency medical providers.

Finding 8.5
(Noncontributing/Compliance/Deficiency):
USS COLUMBIA’s Petty Officer of the Deck
responded as trained to the active shooter incident.
He made immediate notifications on the ship’s
announcing system (1MC), the ship’s force protection
radio, and the Command Early Warning Net (CEWN).
However, the standard casualty procedure did not
account for an active shooter on the pier with ship’s
force responding from the berthing barge.

Opinion 8.5.1:
The Petty Officer of the Deck responded as he was
trained when he identified Romero as a threat to the
ship and crew. Although not in the Ship’s System
Manual (SSM), a more appropriate code word
announcement would have been “Active shooter at the
head of Dry Dock 2.” The lack of an appropriate code
word such as “Active Shooter” could have led to
additional casualties if Romero had not immediately
shot himself.

Recommendation 8.5.1:
Type Commanders, in coordination with CNIC, add
guidance to address an active shooter to casualty
response procedures.

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 Finding 8.6
(Noncontributing/Noncompliance/Deficiency):
CNRH RDC and JBPHH EOC did not send the initial
mass notification lockdown messages within 2 minutes
of incident notification and verification as required by
DoD Instruction 6055.17 and did not reach required
percentages of the protected population.

Opinion 8.6.1:
The CNRH RDC and JBPHH EOC did not meet
timelines for mass warning notifications, and the
AtHoc and GV systems did not reach 100 percent of
the protected population.

Recommendation 8.6.1:
CNRH RDC and JBPHH EOC conduct a review of the
incident response and mass warning notifications. Add
routine training on mass warning notifications to the
continuing training program for bases and the region.

Opinion 8.6.2:
The DEMO failed to execute his duties as directed by
the JBC. This resulted in the failure to meet mass
warning notification timelines and 100 percent of the
protected population. A contributing factor was the
inability for a user to identify originators of telephonic
AtHoc messages.

Recommendation 8.6.2:
CNIC, in coordination with Naval Information
Warfare Center (NIWC), improve technical
capabilities in MWN systems and SOPs to reduce the
risk of human error.

Opinion 8.6.3:
Additional effective means of mass notifications are
necessary where personnel do not have computer or
cell phone access.
Opinion 8.6.4:
GV messages that announce emergency lockdown
procedures would be more effective if they included
distinctive tone-based signals in conjunction with
human voice announcements. GV lockdown
messages did not provide effective warnings because
they were difficult to understand and are subject to
weather, interference, and background noise.
Finding 8.7
(Noncontributing/Noncompliance/Deficiency):
The Navy and Air Force AtHoc systems are not
interoperable.

Opinion 8.7.1:
The lack of interoperable systems is not in compliance
with DoD policy to pursue a single enterprise-wide
MWN system.

Recommendation 8.6.3:
COMNAVSEASYSCOM, in coordination with CNIC,
develop and implement visual and voice mass
notification systems for shipyard environments.
Recommendation 8.6.4:
CNIC develop distinctive tone-based signal or other
means to alert personnel of lockdown procedures more
effectively.

Recommendation 8.7.1:
NIWC complete the AtHoc Connect upgrade to enable
Navy and Air Force interoperability. Ensure the
system performs as required during installation
exercises where AtHoc messages are sent installationwide.
Recommendation 8.7.2:
OPNAV N2/N6 share the results of this investigation
report related to interoperability of Navy and Air Force
systems with the appropriate Air Force staff code.

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 Finding 8.8 (Noncontributing/Deficiency):
The lockdown prevented the JBPHH EOC from being
staffed with required personnel during the emergency.

Opinion 8.8.1:
JBPHH EOC activation procedures should account for
base lockdown procedures.

Recommendation 8.8.1:
JBPHH revise EOC activation procedures to account
for base lockdowns. Once procedures are revised,
conduct an unannounced drill to validate the EOC can
man within time requirements during a base lockdown.
Recommendation 8.8.2:
CNIC direct all region and installation commanders to
review and revise ROC and EOC standard operating
procedures (SOP) to account for how base lockdowns
may affect EOC activation.

Finding 8.9 (Noncontributing/Deficiency):
Active shooter training helped personnel take
immediate action in response to the active shooter
incident. However, the industrial shipyard
environment presented circumstances that are not
addressed in COMNAVSEASYSCOM and CNIC
active shooter training, and some personnel did not
respond as they were trained.

Opinion 8.9.1:
Active shooter training should include guidance on
outdoor scenarios when employees must find cover or
remain in place. The training should also address
employee responses to casualties.
Opinion 8.9.2:
Table-top discussions and exercises should be tailored
to address unique work conditions in lockdown
procedures.

Recommendation 8.9.1:
COMNAVSEASYSCOM, in coordination with CNIC,
direct naval shipyards conduct annual active shooter
exercises and table-top exercises that cover outdoor
active shooter scenarios under local work conditions
and lockdown procedures.
Recommendation 8.9.2:
CNIC and COMNAVSEASYSCOM revise active
shooter training to include additional scenarios and
lessons learned identified in this incident.

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  Finding 9.4 (Noncontributing/Deficiency):
Counseling support programs provided effective
counseling support to civilians, active duty personnel,
and families. However, some counseling support
programs had to increase services to offset a lack of
Civilian Employee Assistance Program (CEAP)
resources, and a lack of coordination and
communication negatively impacted delivery of
counseling support.

Opinion 9.4.1:
CEAP did not have sufficient counseling support
immediately after the shooting. Four hours of onsite
counseling per day, as provided in the Magellan Health
contract, was inadequate to support the needs of a
large workforce following a traumatic event. DON
OCHR and Magellan Health should have responded
more quickly to requests for support.
Opinion 9.4.2:
CEAP, EFAC, SPRINT, local medical providers, and
religious support personnel who augmented these
counseling support programs, combined to provide
effective counseling support to civilian employees,
active duty personnel, and families at JBPHH after the
shooting incident.
Opinion 9.4.3:
HROs and JBPHH did not release timely and accurate
information about available counseling support
services because of a lack of coordination. One
official should have the responsibility and authority to
lead coordination of counseling support services in
Navy regions after major incidents. MFSC EFAC
should complete prior coordination, training, staffing,
and recall procedures before major incidents.

Recommendation 9.4.1:
DON OCHR review CEAP contracts to ensure
adequate counseling support, including crisis
management and the ability to surge additional support
following major incidents (e.g., active shooter or mass
casualties).
Recommendation 9.4.2:
CNIC develop policy that designates an official (e.g.,
Region Director, Total Force Manpower Management
(N1)) to take lead on coordinating counseling support
services throughout Navy regions following major
incidents.
Recommendation 9.4.3:
JBPHH EFAC Director, in coordination with JBPHH
PAO, establish a memorandum of understanding
(MOU) on training, staffing and recall procedures in
accordance with established guidance.

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 Finding 9.5 (Noncontributing/Deficiency):
The PHNSY workforce has significant concerns for
workplace safety resulting from this incident. These
concerns primarily relate to the level of preparedness
to respond to future events and to lack of
communication.

Opinion 9.5.1:
The PHNSY workforce has significant concerns about
workplace safety as a result of this incident especially
the level of preparedness, and the lack of
communication about the actions taken in response to
the shooting incident.
Opinion 9.5.2:
Navy lacks comprehensive guidance about internal
workforce communication following traumatic events,
and the lack of communication after this incident has
hampered recovery of the PHNSY workforce. The
information environment is also characterized by the
widespread use of social media from unverified
sources that can rapidly spread incorrect or incomplete
information. The Navy lacks a coordinated, easy-touse method with effective management controls to
share critical, unclassified information from
commanders to Sailors, civilians, and their families
after an incident.

Recommendation 9.5.1:
PHNSY, in coordination with
COMNAVSEASYSCOM, increase communication
with the shipyard workforce concerning the steps
being taken to review programs, policies, and
procedures for compliance and deficiencies, and to
improve readiness and safety as a result of this
incident. See Chapter 7 and 8 of this report.
Recommendation 9.5.2:
CNIC lead a multi-disciplinary team to include subject
matter experts in command leadership, human
resources, law enforcement, counseling support,
religious support, law, and public affairs to develop
policy guidance and best practices regarding effective
communications to impacted workforce after major
incidents.
Recommendation 9.5.3:
(b) (5)

.
Finding 9.6 (Noncontributing/Deficiency):
The PHNSY emergency management plan (EMP) does
not clearly designate essential personnel for closures
after major incidents. PHNSY provided unclear
direction to the shipyard workforce on whether to
report to work on December 5, 2019. .

Opinion 9.6.1:
PHNSY guidance to the workforce regarding the status
of the workforce on December 5, 2019 caused
confusion. The PHNSY EMP should clearly
designate essential personnel for shipyard closures that
are not weather-related, to include closures as a result
of a major incident or mass casualty.

Recommendation 9.6.1:
PHNSY update the shipyard EMP to clearly designate
essential personnel for shipyard closures that are not
weather-related, to include closures as a result of a
major incident or mass casualty.
Recommendation 9.6.2:
Echelon 2 Commanders ensure subordinate
commands’ EMPs designate emergency personnel for
closures that are not weather-related, to include
closures as a result of a major incident or mass
casualty.

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 Finding 9.7 (Noncontributing/Noncompliance):
NFAAS was not activated to account for personnel
after the December 4, 2019 shooting incident.

Opinion 9.7.1:
NFAAS should be used to account for personnel
throughout an affected area after an active shooter
incident because the incident may impact personnel
from several commands. As this incident and the
WNY incident demonstrate, location alone does not
define the affiliation of all affected personnel. All
personnel within the area should be accounted for
regardless of the command to which they are assigned.

Recommendation 9.7.1:
CNIC review procedures and conduct training on
recall and post-incident accountability for personnel
and families through NFAAS.

Finding 9.8 (Noncontributing/Compliance):
Public Affairs (PA) external communications were in
accordance with Navy instructions.

Opinion 9.8.1:
CNRH PA external communication efforts
immediately following the incident were timely,
accurate, and appropriate, but procedures can be
improved.

Recommendation 9.8.1:
CHINFO, in coordination with CNIC, develop PA
policy for active shooter and other major security
incidents that incorporate shorter response timelines,
best practices, and lessons learned from previous
incidents. This should include periodic drills and/or
tabletop exercises to test procedures and ensure
individual understanding and proficiency.

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 Appendix B – Command Investigation Team
Name

Role/Area of Expertise

Command

RADM Jones, Scott

Commander

CNAFR

RDML Gaucher, Robert

Chief of Staff

COMPACFLT

Command Investigators
Name

Role/Area of Expertise

Command

Post Submarine Commanding
officer/Team Executive Officer

COMSUBPAC

CAPT (b)(6)

Lead Legal

RLSO HI

CAPT (b)(6)

Psychiatric Expert

NAVMEDCEN SAN CA

Human Resources Director

COMNAVSEASYSCOM DC

NAVSEA Shipyard Liaison

COMNAVSEASYSCOM DC

Public Affairs Specialist

COMPACFLT

Navy Emergency Management

JBPHH

Legal

OJAG

LCDR (b)(6)

Navy Force Protection

COMNAVREG PEARL HI

LT (b)(6)

Submarine Officer/Lead Writer

COMSUBRON ONE

CIV (b)(6)

Human Resources Specialist

COMNAVSEASYSCOM DC

CIV (b)(6)

Casualty Assistance Specialist

COMNAVREG NW BGR, WA

Legal

RLSO HI

CMDCM (b)(6)

Command Master Chief

COMNAVSURFGR MIDPAC

MACM (b)(6)

Navy Force Protection

COMNAVREG SW SAN CA

Navy Antiterrorism

COMPACFLT

CSCS (b)(6)

Command Climate Specialist

COMPACFLT

HMC (b)(6)

Fleet SSIDC

COMPACFLT

Legal

RLSO HI

Legal

RLSO HI

CAPT (b)(6)

CIV (b)(6)
CIV (b)(6)
CDR (b)(6)
CDR (b)(6)
LCDR (b)(6)

LTJG (b)(6)

MTCS (b)(6)

LN1 (b)(6)
LN2 (b)(6)

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 Appendix C – Timeline of Events
Performance counseling
Medical encounter
17 November 2017

Enlists in the Navy (San Antonio, TX).

11 December 2017

Reports to Recruit Training Command in Great Lakes, Illinois.

24 January 2018

DoD Consolidated Adjudications Facility (DoD CAF) closes Romero’s initial adjudication
and grants Secret (T3) security clearance.

3 February 2018

Graduates from recruit training and transfers to Naval Submarine School in Groton,
Connecticut, to attend Machinist Mate Auxiliary “A” School.

12 June 2018

Graduates Machinist Mate Auxiliary “A” School.

28 June 2018

Reports to the USS COLUMBIA (SSN 771).

11 September 2018

Completes initial qualification to handle and carry M-9 pistol, M-4 rifle, and M5000 shotgun.

10 December 2018

Qualifies Ship’s Self Defense Force and Topside Roving Patrol.
Goes to Tripler Army Medical Center (TAMC) emergency room for injuries sustained during

17 December 2018

a motorcycle accident on 13 December 2018. He is diagnosed with acute traumatic pain in
his left testicle and released without limitations the same day.
Goes to TAMC emergency room due to difficulty “concentrating, focusing, and staying
engaged.” He reports he was at traffic court earlier that day for a speeding ticket and could
not focus. TAMC staff note that he may have Attention Deficit Disorder, and enter a referral

4 March 2019

in his electronic medical record to the Naval Submarine Support Command (NSSC)
Embedded Mental Health Program (eMHP) Clinic in Pearl Harbor before discharging him on
his own recognizance. The eMHP Clinic cannot receive outpatient referrals through the
electronic medical record system, and the TAMC staff did not inform the eMHP Clinic of the
referral by other means. Romero does not make an eMHP Clinic appointment based on the
referral.

5 June 2019

Receives written counseling for purchasing a plane ticket without an approved leave chit.

6 June-25 June 2019

Takes leave to Texas.

26 June 2019

Performs requalification proficiency shootings for M-9 service pistol, M-4 service rifle.

16 July 2019

Receives written counseling for being absent from qualification delinquent study.

18 July 2019

Receives written counseling for being late to relieve his duty watch station.

11 September 2019

Security Watch. He is required to conduct a watch “upgrade,” which is a remedial process
that includes reviewing watchstanding principles, conducting interviews, and completing a

Receives written counseling for sitting down during his required roving duties as Barge

“Barge Security Watch” qualification card.

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 Goes to NSSC eMHP Clinic for voluntary visit arranged by USS COLUMBIA’s chief of the
boat and auxiliary division chief petty officer after the health of Romero’s (b) (6) declined and
Romero stopped expressing himself to the division chief. Romero meets with the Force

23 September 2019

Psychologist for an initial assessment. The Force Psychologist gives a diagnostic impression
for “Phase of Life Problems” and “Unspecified Problem Related to Unspecified Psychosocial
Circumstances” and recommends continued individual therapy with the eMHP staff
behavioral health technician, a non-licensed Navy enlisted (E-5) corpsman, to teach Romero
coping skills to deal with issues related to his (b) (6)
, and his (b) (6)
failing health.

26 September 2019

Completes annual AA&E rescreening

30 September 2019

Attends first therapy appointment with eMHP behavioral health technician.

8 October 2019

Attends second therapy appointment with eMHP behavioral technician.

11 October 2019

Receives two written counseling chits: (1) For showing up to work late on October 7, 2019,
and (2) For relieving his duty watch station late and reporting to work late on October 9,
2019.

16 October 2019

Attends third therapy appointment with eMHP behavioral health technician.
Receives Extra Military Instruction (EMI) for consistently being late to required duties.
Attends fourth therapy appointment with eMHP behavioral health technician. The behavioral

22 October 2019

health technician and Romero agree that they should discontinue care because all goals have
been met.

29 October 2019

Receives written counseling for being late to duty section turnover.
Returns for a fifth therapy appointment with eMHP behavioral technician at NSSC despite

30 October 2019

the discussion on ending therapy. The behavioral health technician characterizes it as a
miscommunication and agrees to schedule Romero for additional peer support sessions.

4-14 November 2019

Goes underway on the USS CHICAGO (SSN 721).

19 November 2019

Attends first peer support appointment with eMHP behavioral health technician.

20 November 2019

Receives written counseling for being late and missing the Physical Readiness Test (PRT).
Receives written counseling for being late to his make-up PRT and work.

21 November 2019

USS COLUMBIA convenes a disciplinary review board (DRB) for Romero’s continued
tardiness at muster times, delinquent study muster times, watch relief times, and duty section
muster times. DRB recommends executive officer inquiry (XOI).

26 November 2019

Romero attends second peer support appointment with eMHP behavioral health technician.
Romero learns that he did not pass Naval Advancement Exam and would not advance to E-4.

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 Attends XOI for continued tardiness at muster times, delinquent study muster times, watch
relief times, and duty section muster times. XO does not send Romero to commanding
officer’s nonjudicial punishment (CO’s NJP) but decides to give Romero “Page 13” formal

3 December 2019

counseling. The Page 13 simply reads, “IF I AM LATE TO WORK AGAIN, I WILL BE
HELD ACCOUNTABLE AT CO’S NJP.” Romero declines to sign Page 13 when ship’s
administrative personnel present it to him because the XO had told him that he did not have
to sign it until the end of the week. Romero never signs the Page 13.

4 December, 2019
0019

Enters his barracks room. Time based on key log system. The video surveillance system
displays an 8 minute time difference (0011).

0313

Leaves his barracks room to pick up his girlfriend from work and spend time with her.

0738
0830-1100

Returns to his barracks room and leaves shortly after to attend small arms sustainment
training on Ford Island.
Attends virtual Firearms Training Simulator (FATS) training on Ford Island.

0942

Texts girlfriend screenshot of prospective landlord contact information.

0951

Calls girlfriend. Leaves no impression anything is wrong.

1319
1348
1404

Returns to his barracks room and leaves shortly after to report for duty on USS COLUMBIA
(SSN 771) in the Pearl Harbor Naval Shipyard (PHNSY) Controlled Industrial Area (CIA).
Time is based on key log system. Video surveillance system displays a 7 minute time
difference (1312).
Enters PHNSY CIA turnstile to report for duty.
Assumes Topside Roving Patrol watch. He assumes custody of (x1) M-4 rifle with three 30round magazines (90 rounds) and (x1) M-9 pistol with three-15 round magazines (45 rounds).
At approximately 1415, Romero begins a roving patrol around Dry Dock 2, beginning at the
Casualty Control (CASCON) shack on the port side and proceeding port to starboard. A few
minutes into his patrol, he turns around on the starboard side of Dry Dock 2 before he had
circulated the entire dry dock and approaches three civilian employees from behind. Romero
chambers a round, raises his M-4 rifle, and begins firing at the civilians. The three civilians
fall to the ground 15-20 feet in front of Romero at the head of Dry Dock 2. Romero uses the
M-9 pistol to shoot himself. The shooting lasts a few seconds from beginning to end.

1415-1425

While Romero was firing, the Petty Officer of the Deck in the CASCON shack makes radio
calls while drawing his weapon. His first call is over the USS COLUMBIA’s ship
announcement circuit, the 1MC, “Repel Boarders.” He then calls “shots fired, shots fired”
over the force protection radio and announces on the Command Early Warning Net (CEWN),
a base security radio network, that “there was an active shooter at the head of Dry Dock 2.”
The USS COLUMBIA Ship’s Duty Officer (SDO) then calls on the ship’s force protection
radio to ask what is happening. The Petty Officer of the Deck replies, “Repel Boarders,
shots fired, Romero is shooting shipyard workers.”

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 Note: Video surveillance within the CIA rotates between cameras on a predetermined cycle.
Video surveillance of the head of Dry Dock 2 shows Romero begin to raise the M-4 rifle and
fire at the victims. The camera rotates away from the scene as he fires the M-4, and the
victims and Romero are on the ground when the camera rotates back to the scene. Based on
shell casings and weapon magazines recovered at the scene, Romero fired eight (8) rounds
with his M-4 rifle and three (3) rounds with his M-9 pistol.

1426

Commander, Navy Region Hawaii (CNRH) Regional Dispatch Center (RDC) receives first
911 call concerning shooting incident and dispatches Joint Base Pearl Harbor-Hickam
(JBPHH) Navy Security Forces (NSF) and Federal Fire Department (FFD).

1427

Civilian JBPHH NSF Guard Officer who is on patrol in CIA and conducting physical security
checks arrives on scene at Dry Dock 2 immediately after the shooting and makes a radio call
to CNRH RDC to report on situation and status of victims.
JBPHH Chief Staff Officer orders JBPHH Emergency Operations Center (EOC) to be
manned in response to the active shooter incident. The JBPHH EOC is manned with only 6

1430

personnel instead of required 44 personnel due to a later lockdown directive. At the lowest
level, “normal,” the EOC is staffed with only an EOC manager. An active shooter incident is
a level “three” (of five), which requires all EOC sections to be manned.

1431

Additional JBPHH NSF arrive at shooting scene.
PHNSY Emergency Management Officer (EMO) directs the RDC to send out an Automatic
Target Hand-Off Correlator (AtHoc) lockdown alert message to the PHNSY distribution list.
The JBPHH Commander (JBC) directs the JBPHH Deputy Emergency Management Officer

1432

(DEMO) to send an AtHoc lockdown alert message to the surrounding area, but that never
occurs because the DEMO mistakenly believes a message he had seen earlier was from
JBPHH to the JBPHH distribution list. That AtHoc message was actually from the U.S. Air
Force 15th Air Wing command post on the Hickam side of JBPHH.
FFD arrives on scene and begins rendering aid to the three victims.

1433

CNRH Regional Operations Center (ROC) informs the CNRH Public Affairs office of the
active shooter incident. CNRH Public Affairs starts to coordinate information for public
release and for eventual media queries. This effort was later joined by the various military
public affairs offices in Hawaii and Washington D.C.

1438

RDC sends AtHoc lockdown alert message to the PHNSY distribution list.

1440

JBPHH makes OPREP-3 voice report to CNRH.

1442

8 NCIS agents arrive on scene. NCIS later takes lead on law enforcement investigation.

1443

RDC directs EOC to make an active shooter lockdown announcement on the base’s Giant
Voice system.
JBPHH EOC makes active shooter lockdown announcement on Giant Voice system.

1444

The Honolulu Police Department (HPD) arrives approximately 18 minutes after shooting
according to HPD Captain.

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 , the surviving victim, is transported to Queens Hospital by FFD

1452

(b)(6)
ambulance.

1500

CNRH and JBPHH issue first public affairs external release (social media and press release).

1503

JBPHH transmits OPREP-3.

1504

Mr. Roldan Agustin is transported to Pali Momi Hospital by FFD ambulance. He succumbs
to his injuries.

1510

Mr. Kapoi is transported to Tripler Army medical Center by city ambulance. He succumbs to
his injuries.

1520

JBPHH external gates are secured.

1557

JBPHH external gates re-open.

1637

RDC logs all clear with the exception of PHNSY.

1730

The JBPHH Military and Family Support Center (MFSC) Emergency Family Assistance
Center (EFAC) operates at two locations, the MFSC and PHNSY Building 2, and activates its
call center. The MFSC EFAC and call center provide clinical counseling support through
December 6 and December 9, 2019, respectively.

1732

CNRH conducts press availability.

1803

TAMC doctor pronounces Romero deceased at the scene.

2013

“All Clear” announced on Giant Voice System.
NCIS assumes control of the scene.

2125

Building clearance complete in the CIA. After the scene is cleared and secured, with the
lockdown no longer in effect, approximately 1000 civilian employees are allowed to exit
through the CIA main exit gate.
Crime scene processing from multiple entities to include NCIS Major Case Response Team

4-6 December 2019

(MCRT), FBI Evidence Recovery Team, and Air Force Office of Special Investigations
(AFOSI) Forensic Consultants.

5-6 December 2019

Military CACOs make contact with the victims’ families and assist with benefits processing.
Commander, Submarine Force Atlantic (COMSUBLANT) and Commander, Submarine
Force, U.S. Pacific Fleet (COMSUBPAC) provide additional direction and guidance on
screening of armed watchstanders to commanding officers.

6 December 2019

COMPACFLT Human Resources Office (HRO) Hawaii Director assumes lead for
coordination of Civilian Employee Assistance Program (CEAP) counseling support.
COMSUBPAC and PHNSY Commander conduct three all hands calls with the shipyard
workforce.

8 December 2019
9-11 December 2019

Special Psychiatric Rapid Intervention Team (SPRINT) arrives in Hawaii.
SPRINT provides educational and consultative services to over 800 active duty and civilian
personnel through small group and individual interventions. The SPRINT team members

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 were augmented by personnel from Naval Health Clinic Hawaii, TAMC, Schofield Barracks,
and the Chaplain Corps.

13 December 2019
16-20 December 2019
17 December 2019

SPRINT departs Hawaii.
Two additional CEAP counselors are made available.
CNO issues fleet-wide security stand-down in light of recent shootings to focus on
command’s security policies, AT plans, and Active Shooter Plans.

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 Appendix D – Evidence in Support of Report
See enclosed CD-ROMs to view this Appendix

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