Navy 2009-10

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Dear Readers, Belmont International is pleased to present this publication as a tribute to the men and women of the United States Navy.

As the Navy approaches it’s 235th year we see the Sailors serving the American Republic with the same spirit as the crew of the Alfred, under John Paul Jones as they raised the Grand Union flag for the first time on an American ship. The means of warfare may well have changed, but these men and women of the U.S. Navy carry the torch to keep America free and her citizens safe from all enemies.

In this modern age, the Navy is charged with extending U.S. power all over the globe and will face an array of new and potential enemies, all of them pushing agendas of their own from regional hegemons to terrorists and rogue states seeking to test the determination and will of the pre-eminent world power.

Challenges facing the U.S. military are many and diverse. We are seeing the emergence of China as an economic power house and their spending heavily in the development of high tech military systems with a blue water navy in the planning and an aircraft carrier group likely to be patrolling the Pacific in the next few years.

Insurgencies in Iraq and Afghanistan, a destabilized Pakistan and a nuclear North Korea, Somali pirates with their speedboats and audacious hijackings off the Horn of Africa and the much acclaimed rescue of Captain Richard Phillips and the downing of pirates by Navy SEAL snipers brought global attention to the U.S. Navy and it’s determination to deal with this threat to shipping. These and a myriad other tasks we ask of our Navy and they as ever are ready to answer the call. Truly a Global Force for Good.

Whether it is helping people after natural disasters or taking the fight to the enemy the men and women of the U.S. Navy deserve our gratitude for their bravery, sacrifice and commitment. Happy 234th Birthday and thank you U.S. Navy.

Peter Ward Publisher

NAVY 2009-10

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Dear Readers, Welcome to NAVY 2009-10, a celebration of the United States Navy and its role as both an international peace keeping force and defender of American soil.

Within the pages of this magazine we look at the continual evolution of our Navy as it strives to meet head-on existing and emerging global issues. Information dominance is the name of the game. Our Navy is adapting its organizations, capabilities and technologies to achieve its aim – ‘Information Dominance’ that is the combat edge gained by efficiently collecting, processing and dissemination knowledge and by denying an enemy the ability to do the same.

Our government is investing billions of dollars to ensure worldwide naval superiority and our specialist writer Hunter Keeter explains how this is happening within our Information Dominance feature beginning on page 40.

You will see that this edition has a number of pages dedicated to the serious Cyber threat that our nation faces and how our military are planning to protect the U.S. government networks and Department of Defense networks that silently and daily come under attack by our enemies probing and testing of our defenses. It is our intention to continue featuring U.S. Cyber Command and its components within our future 21st Century Defense series publications.

At the time of going to press Vice Admiral Bernard “Barry” McCullough, III was nominated to be commander of the Navy’s new Fleet Cyber Command/10th Fleet.

It is hard to choose the content for a limited page publication when the U.S. Navy has given us so much material with the extraordinary work and dedication that they provide as they protect our great nation. I do hope however, that our readers enjoy what we have put together and join us in thanking our naval service, Sailors and supporting service members for their commitment and bravery.

Susan Ward-Fennimore Editor

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TABLE OF CONTENTS 5

Publisher’s Letter

By PETER WARD

7

From the Editor

By SUSAN WARD-FENNIMORE

12

Filling in a Full Circle U.S. Navy Evolves to Meet Global Issues

By ARTHUR G. SHARP

29

President Barack Obama

31

Admiral Gary Roughead Chief of Naval Operations

33

Admiral Michael G. Mullen Chairman, Joint Chiefs of Staff

35

Vice Admiral David J. Venlet Commander, Naval Air Systems Command

37

Vice Admiral Kevin M. McCoy Commander, Naval Sea Systems Command

39

Vice Admiral H. Denby Starling, II Commander, Naval Network Warfare Command

40

Information Dominance The U.S. Navy’s Evolving Command, Control and Intelligence Capabilities

By HUNTER KEETER

56

Multi-Mission Versatility The U.S. Navy Develops a Surface Fleet for the 21st Century

By HUNTER KEETER continued on page 11 NAVY 2009-10

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Naval Air Systems Command

79

Vice Admiral Bernard J. McCullough, III Deputy Chief of Naval Operations for Integration Capabilities and Resources (N8) Nominated for Commander, Fleet Cyber Command/10th Fleet

80

Securing Cyberspace Guarding the New Frontier

By RICHARD MEREAND

86

Naval Special Warfare Warriors

93

Longest Serving Navy SEAL Bids Farewell After 39 Years

By Mass Communication Specialist 3rd Class JACOB DILLON

94

Premier Counter-Terrorist Training The King Abdullah II, Special Operations Training Center

By CURT HARIG

98

Do You Have What it Takes?

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By STEW SMITH

104

Annual Humanitarian Naval Deployment Civic Assistance Offered to Seven Nations with the Continuing Promise 2009 Program

109

Quality of Life and the Naval Supply Systems Command

114

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118

Franchising Boot Camp

By CHRIS LOUDERMILK

128

Financing Options for Veterans Thinking About a Franchise

By CHRIS LOUDERMILK

132

Museums and Historic Ships Tell the Navy’s Story

NAVY 2009-10

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FILLING IN A FULL CIRCLE U.S. Navy Evolves to Meet Global Issues

By ARTHUR G. SHARP

O

n August 26, 2009 Somali pirates aboard a hijacked Taiwanese-flagged ship fired what appeared to be a large-caliber weapon at a U.S. Navy SH-60B helicopter south of Garacad, Somalia. The rounds did not hit the helicopter, which did not return fire. The incident was a reminder that the Navy had come full circle between 1775 and 2009 – but there is still plenty to come to fill in that circle completely.

One of the second U.S. Navy’s first major assignments after its rebirth in 1794 was to fight piracy off North African shores in the Tripolitan Wars (1801-05 and 1815). Congress had disbanded the Continental Navy after the Revolutionary War ended, which left the U.S. without an official Navy – or any Navy at all – until March 27, 1794, when President George Washington signed an act that authorized him to

12 NAVY 2009-10

Guided-missile cruiser USS Cow#ens (CG 63), foreground, followed by guided-missile destroyers USS Lassen (DDG 82), USS John S. McCain (DDG 56), guided-missile frigate USS andegri t (FFG 48) and Military Sealift Command (MSC) underway replenishment oilier USNS Ti##ecanoe (T-AO 199) shown in formation during the photo portion of E(E"C SE VAL ANT SH ELD 2006. U.S. Navy photo by nformation Systems Technician 3rd Class Nicholas A. Galladora.

acquire six frigates. That act marked the beginning of the “New” Navy, which is still carrying out the same types of missions its 18th and 19th century predecessors completed, albeit with vastly superior and technologically advanced resources.

Compare what would have happened to the crews of the first ships dispatched by President Thomas Jefferson to North Africa in 1801.

They would have depended on visual sightings to determine if pirates fired on them. Like the crew of the 21st century helicopter, they might not have fired back. The four-ship squadron commanded

by Commodore (CDRE) Richard Dale in 1801 was ill-suited for the mission.

To begin with, the ships lacked the guns needed to conduct sustained bombardments, especially near the shore. They drew too much water to

get close enough to shore to engage the pirates’ ships. That would not be a problem for today’s Navy, which employs a variety of littoral vessels that can operate in shallow water.

The Future of Navy Warships The future of Navy warships – which is already here – is demonstrated in the new LCS (Littoral Combat Ship), a high-speed surface vessel with interchangeable war fighting mission modules optimized for coastal missions. The LCS, which is designed to defeat mines, quiet diesel submarines, and fast surface craft, is outfitted with reconfigurable payloads, called Mission Packages, that can be changed out quickly and provide potent combat capability in warfare areas.

There exist three types of focused Mission Packages: Anti-Submarine (ASW), Mine (MIW) and Surface (SUW). A ship can operate one package loaded at a time, but it can swap to a new package in 1-4 days.

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An F/A 18C Hornet assigned to the Stingers of Strike Fighter Squadron (VFA) 113 launches off the aircraft carrier USS Ronald Reagan (CVN 76) as the Ticonderoga-class guided-missile cruiser USS Chancellorsville (CG 62) is underway alongside. Ronald Reagan is deployed to the U.S. 5th Fleet area of responsibility. U.S. Navy photo by Mass Communication Specialist 3rd Class Chelsea Kennedy.

The highly automated LCS is designed to carry a maximum crew of 75, including an aviation detachment. (By comparison, a typical U.S. Navy submarine crew consists of about 140 members. A contemporary aircraft carrier can carry as many as 6,250.) Such a ship would have done wonders for CDRE Dale.

The first LCS, USS Freedom (LCS-1), completed Structural Test Firing (STF) exercises off the coast of Virginia on 25 June 2009. The second, the USS Independence (LCS-2), the Navy’s first trimaran LCS, began Builder’s Sea Trials on July 2, 2009. The ships are proof that two U.S. navies, today’s and the “Next Navy,” can and do co-exist, as they always have, even when CRDE Dale was fighting pirates with his limited resources.

Besides his inability to fight close to shore, Dale had orders from Congress to avoid direct confrontations with enemy ships unless he encountered one trying to capture an American vessel. He

14 NAVY 2009-10

could not change those orders quickly, since there were no instantaneous communications with Navy headquarters. Imagine how amazed he would have been to see a 21st century confrontation between the U.S. Navy and pirates.

The helicopter targeted off Somalia was a member of Helicopter Anti-Submarine Squadron Light (HSL) 49, deployed aboard the guided missile cruiser USS Chancellorsville (CG-62). The crew members were not sure they had been fired at, so they returned to Chancellorsville to review a Forward Looking Infrared Radar (FLIR) video, which recorded the incident. That technology alone demonstrates how far the Navy has come in its 230+-year evolution and its ability to meet the demands of its maritime strategy.

Maintaining a Maritime Strategy The Navy’s maritime strategy comprises six core competencies: power projection, forward presence, sea control, maritime security, deterrence, and humanitarian assistance/disaster response. The

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Yu Feng, a Taiwanese-flagged fishing vessel suspected of illegal fishing activity, moves through the water before being boarded by crew members from the U.S. Coast Guard Cutter Legare (WMEC 912) and representatives from Sierra Leone’s Armed Forces Maritime Wing, Fisheries Ministry and Office of National Security. U.S. Coast Guard photo by Public Affairs Specialist 2nd Class Shawn Eggert.

strategy involves a crucial facet of the Navy’s 21st century role: joint operations.

The Navy works closely with the Marine Corps, Coast Guard, and international forces to carry out a “Cooperative Strategy for 21st Century Seapower” that enhances global security. The unified strategy recognizes the economic links of the global system and how any disruption due to regional crises, whether they are man-made or natural, can adversely impact the U.S. economy and quality of life. The primary goals of the strategy are to prevent crises from happening and to react quickly if one should occur.

Accomplishing the maritime strategy keeps thousands of Sailors and scores of ships deployed worldwide to advance U.S. interests, counter disruptive countries, defeat violent extremism, and strengthen allies’ maritime capabilities to promote a secure maritime environment. The Sailors and ships support ongoing efforts such as those implemented by the governments of Iraq and

16 NAVY 2009-10

Afghanistan to establish democracies in their countries.

At one point in 2009 there were more than 5,300 Sailors serving in Iraq in diverse roles, and another 3,100 in Afghanistan. They served in riverine squadrons, explosive ordnance disposal platoons, Seabee naval construction forces, provincial reconstruction teams, Navy expeditionary logistics support groups, and as Individual Augmentees (IAs), i.e., Sailors who leave their assigned units or commands to deploy individually or with a small group.

The Navy pays particular importance to its IAs. It has developed a specific program to make sure that IAs remain connected to their families, commands, and employers through every communications medium available. There are more than 10,000 Sailors serving worldwide as IAs, with another 1,200 in training. Half of the IAs are active duty Sailors. The other half are reservists, which accounts for why the Navy ensures that they stay in touch with their employers. (The Navy

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Most of the IAs are assigned to the 26-nation U.S. Central Command region, which includes Iraq, Afghanistan, Kuwait, Bahrain and the Horn of Africa. The rest are serving at other duty stations. The Navy makes sure that neither they – nor any others in its ranks – feel that they are alone.

The Navy Does Not Work Alone Other Sailors were conducting operations as part of Commander Task Force Iraqi Maritime (CTF-IM) to provide maritime security, infrastructure protection, and training to the Iraqi Navy. They also provide security to Iraq’s oil platforms and remain ready to respond to any disaster or humanitarian contingency in the region.

The Navy also led the Combined Maritime Forces (CMF), a coalition of 22 nations conducting operations designed to defeat terrorism, prevent piracy, reduce illegal trafficking of people and drugs, and provide a safe environment in the mid-east region, the Gulf of Aden, and the eastern coast of Somalia, for maritime traffic with legitimate business.

The area in which the Navy operates in the region comprises approximately 1.1 million square miles. That mission alone explains why the Navy must have at its disposal the most advanced technology, equipment, and personnel available. Meeting that goal is a balancing act that keeps Navy administrators and researchers active.

Technology in Transition The Navy is in constant pursuit of innovative science- and technology-based (S&T) products that will keep it ahead of the proverbial curve.

It concentrates S&T efforts on Battlespace Environments (BSE), Anti-Submarine Warfare (ASW), and Mine Warfare (MIW). Among its interests are space technology for ocean and atmosphere remote sensing, new classification algorithms providing next generation capability for open architecture systems, and automated target recognition signal processing for highly cluttered undersea environments. These ongoing interests are indicative of the Navy’s wideranging efforts to provide its personnel with state-of-the-art technology on land and sea and in the air and space.

A Pakistani sailor assigned to the Visit, Board, Search, and Seizure team (VBSS) from the Pakistan Navy destroyer PNS Khaibar (DDG 183) stands security during a VBSS boarding exercise aboard the Royal Australian Navy frigate HMAS Toowoomba (FFH 156). The ships are part of combined Task Force 151, a multi-national task force established to conduct counter-piracy operations off the coast of Somalia. U.S. Navy photo by Mass Communication Specialist 2nd Class Brian K. Fromal.

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Technology advances in BSE, ASW, and MIW are mind boggling. Early in 2009 Navy researchers demonstrated for the first time the use of a UQN-4 Bottom Sediment Classifier (BSC) aboard USS Patriot (MCM-7) to provide input to the Mine Burial Expert System (MBES) for mine burial predictions.

Theoretically, UQN 4/BSC provides on-scene environmental knowledge translated by MBES into burial predictions that leads to the selection of optimal routes and shortened clearance timelines. The system can cut clearance time in half for one operational area.

Another significant advance occurred in June 2009 when the Naval Research Laboratory

20 NAVY 2009-10

(NRL) completed a successful six-hour flight test of the fuel cell powered XFC (eXperimental Fuel Cell) unmanned aerial system (UAS). The NRL is developing the XFC UAS as an expendable, long-endurance platform for Intelligence, Surveillance and Reconnaissance (ISR). The test was a major step forward in UAS technology.

Battery-powered UASs offer significant advantages over combustion engine-powered versions. They are stealthier and produce less noise and thermal signature. Moreover, they are easier to start, operate, and maintain. They have drawbacks, though, e.g., poor payload capacity and endurance. Hopefully, additional research and testing will give the electrically powered

UASs more tactical utility and endurance – and make them a platform for ISR. Combining the Old Technology With the New One strategy the Navy uses to maintain modernity is to upgrade its older assets with newer technology. That is done in part through its Combatant Modernization Program. As part of the program, the Navy is upgrading 22 Ticonderoga-class guided-missile cruisers and 62 Arleigh Burke-class guided-missile destroyers to help them reach their projected 30-year service life.

The ships will be fitted with new software, combat systems, Maritime Hull, Mechanical

Newly acquired ferry boat John W. Finn enters the channel to Naval Station Pearl Harbor. The boat is named after Medal of Honor recipient John W. Finn and is the first of five bio-diesel fueled boats that will be used to shuttle visitors to the Arizona Memorial. U.S. Navy photo by Mass Communication Specialist 3rd Class Eric J Cutright.

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Aviation Warfare Systems Operator 2nd Class Patrick Sullivan, assigned to the DGolden FalconsE of Helicopter Anti-Submarine Squadron Two (HS-2) scans the landscape while sitting in the cabin door of an HH-60H helicopter. HS-2, part of Carrier Air Wing Two (CVW-2), embarked aboard the Nimitz-class aircraft carrier USS Abraham incoln (CVN 72), is currently ashore on the island of Guam operating in support of E(E"C SE VAL ANT SH ELD 2006.

VAL ANT SH ELD focuses on integrated joint training among U.S. military forces, enabling real-world proficiency in sustaining joint forces and in detecting, locating, tracking and engaging units at sea, in the air, on land and cyberspace in response to a range of mission areas. U.S. Navy photo by Photographer’s Mate 3rd Class M. Jeremie )oder.

and Electrical (HM&E) and machinery upgrades, and equipment that will renovate combat capabilities and improve crew working and living conditions to improve all areas of ship functionality. The program began with three Ticonderoga-class cruisers in 2007, and will continue in 2010.

Among the technologically advanced assets the Navy recommended recently for fleet introduction was the EA-18G Growler, a remarkable success in terms of development.

Administrators lauded the fact that the plane, which combines the latest capabilities of the F/A18E/F Super Hornet with modern Airborne Electronic Attack (AEA) systems and weapons, was delivered on cost and ahead of schedule.

Saving money is one of the Navy’s top priorities. In one major case, it potentially saved approximately 250,000 dollars per year per squadron in fuel costs by certifying the F/A18E/F Super Hornet to fly higher, between flight levels of 29,000 and 41,000 feet. These altitudes were usually reserved by the Federal Aviation Administration (FAA) for commercial airliners.

The lesson learned from the EA-18G program was valuable to the Navy: the on-time delivery was the product of aggressive management of risk and requirements. Administrators plan to apply the results as a model of the Navy’s Integrated Test and Evaluation (IT&E) practices for future endeavors.

New Communications Techni!ues Communications is at the heart of any successful Navy operation. The days of Morse Code and

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semaphores are long past in that regard. Today, the Navy is using communications techniques that hardly anyone would have imagined only a few years ago.

One communications innovation is a new system developed by SPAWAR (Space and War) System Center Pacific for creating VHF antennas. The system is based on the use of salt found in sea water. Researchers discovered that an 80-foot high stream of water can transmit and receive from 2 to 400 megahertz (mHz).

The frequency capabilities are derived by leveraging properties of magnetic induction, found in sodium chloride that is extracted from

sea water pumped from the ocean into a stream of water. That is a far cry from the days when Sailors believed that salt water was used primarily as a medium on which to sail.

In another vein, Naval Facilities Engineering Command (NAVFAC) Southeast established accounts with Facebook, Twitter and Flickr to enhance two-way communication with service members and their families, Navy and NAVFAC Southeast retirees, business and industry, and the American and international public. The purpose was to take advantage of contemporary social media tools that would help Navy personnel reach larger audiences than could older, more traditional,

communication channels, get immediate feedback, and engage in more discussions.

The application of the new communications systems Navy-wide is one more sign that the service is upgrading its technological capabilities wherever it can, from medical breakthroughs to cost-saving business practices and advanced ferry boat services.

Medical Breakthroughs Naval Medical Research Center specialists have made a possible breakthrough in treating one of the most persistent health threats to Sailors and other service members:

An SH-60B Seahawk helicopter assigned to the Wolfpack of Helicopter Anti-Submarine Squadron Light 45 (HSL-45) makes a simulated emergency smoke light recovery to the guided missile frigate USS McClusky (FFG 41). McClusky and HSL-45, Detachment 3 are preparing to deploy to the U.S. 4th Fleet area of responsibility. U.S. Navy photo

by Lieutenant Austin Long.

24 NAVY 2009-10

Malaria. Navy researchers have been testing a malaria vaccine known as PfSPZ that was developed to protect troops and civilians in tropical and subtropical regions afflicted by the disease.

The production of such a vaccine has been a long-time top priority for the armed forces, especially since malaria affects 300-500 million people throughout the world and kills about 1.5 million people per year. Moreover, it caused more lost work days among U.S. military personnel during the 20th century than enemy fire in all conflicts in tropical regions combined.

It may take years and numerous follow-up trials before the vaccine will be available, but if it proves viable it will be a major step forward in medical research. The effort to develop PfSPZ is indicative of the Navy’s efforts to keep its members healthy to complete their mission – especially in those areas of the world where malaria is a health problem, such as two of the current theaters, Iraq and Afghanistan. The Navy is making similar breakthroughs in its business practices.

Streamlining Business As the Navy expanded, administrators saw a need to streamline its business operations. To do so, they implemented ERP (Enterprise Resource Planning), an integrated business management system that updates and standardizes Navy business operations, provides financial transparency and total asset visibility across the enterprise, and increases effectiveness and efficiency.

Introducing Bio-diesel Fueled Ferry Boats To many people, the mention of “Navy” conjures visions of submarines, large warships, and aircraft carriers transporting aircraft of various shapes and sizes to combat areas. Such vessels are part of the Navy. So are technolgically advanced auxiliary “ships” like the five state-ofthe-art biodiesel-fueled boats the Navy operates to carry visitors to and from the USS Arizona Memorial at Pearl Harbor, Hawaii.

The five environmentally friendly boats incorporate off-the-shelf clean fuel technology components designed to reduce the ferry service’s carbon footprint and contribute to the Navy’s efforts to achieve affordable and clean power. The clean fuel technology components include twin diesel engines that comply fully with EPA emissions standards.

The boats’ complex fuel systems are optimized for biodiesel fuel and structured to reduce emissions. The diesel oxidation system incorporated into the boats’ design is engineered to chemically convert hydrocarbons and carbon monoxide into water and carbon dioxide. They use locally produced, 100 percent renewable biodiesel.

Finally, the boats are equipped with wireless microphones and CD players. In keeping with the environmentally compliant goal, they are quieter than the ferries they will replace. In fact, on-board noise levels have been reduced by 50 percent.

Significantly,the program’s efficiencies save the Navy money.

Significantly, the new boats enhance accessibility for passengers with disabilities with their increased aisle width, size and arrangement of wheelchair spaces, deck running and cross slope and handrail provisions. The new ferries may not be as glamorous as the submarines, LCS-type warships, and aircraft carriers, but they are family-friendly – as is the Navy in general.

The program is being implemented gradually across the Navy. In October 2009, SPAWAR became the third Navy command to introduce ERP. (There are five Navy systems commands: Naval Sea Systems (NAVSEA), Naval Air Systems (NAVAIR), Space and Naval Warfare Systems (SPAWAR), Naval Facilities Engineering (NAVFAC), and Naval Supply Systems (NAVSUP).

Supporting the Family As the aforementioned comparison of the Chancellorsville and CDRE Dale’s ships in North Africa shows, it is a sure bet that his crews did not have family support groups to boost their morale. That is another difference between today’s Navy and its predecessors.

Today, the Navy is cognizant of its responsibility to Sailors and their families. It

The program allows the Navy to unify, standardize, and streamline all its business activities into one completely integrated system.

Business processes are updated and simplified and redundancies are eliminated.

has a holistic approach to everyone involved in its operations, civilian and Sailor alike.

There exist for Sailors such entities as Family Groups (FRGs), i.e., command-sponsored organizations comprising spouses, significant others, and families of service members who work together to support each other and their Sailors. They organize events to boost morale and provide support at home to family members while Sailors are deployed. FRGs are one of many such organizations.

Since the Navy considers itself a family, it utilizes a range of programs to help Sailors and their family members cope with the unique challenges of the military lifestyle. One example is its Fleet and Family Support Program (FFSP), which contains components such as Child and Youth Programs (CYP) that address children’s well-being.

As part of FFSP, the Navy emphasizes children’s healthy lifestyles through programs ranging from diabetes screenings and bicycle registration assistance to education about the dangers of tobacco and alcohol. To accomplish this mission, the Navy launched the Web-based Fit Factor program, which provides incentives to young people for being physically active and making healthy food choices. The goal is to help parents maintain their children’s health and increase family readiness.

When parents register their children with CYP, they receive user names and passwords that the whole family can use to keep a log of fitness activities, each of which counts for a certain numbers of points. When registered children accumulate a set number of participation points, they become eligible for certificates detailing their fitness success. They can also earn prizes.

Incentives like certificates and prizes enhance the possibilities that young people will protect their health, strengthen family morale, alleviate Sailors’ concerns about being away, which is positive for everyone’s well being – and enhances recruiting.

Recruiting: Always Looking Ahead There was a time when Navy recruiters focused on teenagers to build and maintain their forces.

Today, they are looking at people much younger than that – as young as 4th-grade students. That approach is simply one way of building a future engineering force that comprises civilian and Navy personnel.

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The Navy has become increasingly reliant on technology. As its focus on technological innovations expands, so does its need for Sailors and civilians with science, technology, engineering, and math backgrounds. Navy leaders believe in developing those skills in young people early in their lives, with an idea of encouraging them to pursue Navy careers. Navy organizations such as Naval Surface Warfare Center (NSWC), NAVSEA, Pacific Missile Range Facility (PMRF), and SPAWAR Systems participate in programs like STEP (Science and Technology Education Partnership). They participate in conferences for 4th-, 6th-, and 8th-grade students as part of a comprehensive strategy to make young people aware of science and engineering opportunities with the Navy.

Moreover, the focus on exposing young people to the possibility of Navy careers will facilitate the Navy’s strategy of merging its Total Force into a team that is essential to executing its Maritime Strategy.

Retention Recruiting Sailors is one thing; retaining them

is another. Ideally, the Navy wants to retain as many of them as possible. Consequently, late in 2009 the Navy changed its Short Term Extension (STE) policy to encourage more Sailors to re-enlist, rather than extend their enlistments. The policy change reflects a positive trend among Navy personnel: the number of STEs has risen substantially during the past several years.

The goals of the change are twofold: to provide stability in the Navy’s personnel ranks and give Sailors and Navy families a greater opportunity to map out their future. The change is also an important step in developing leaders, which is essential to providing the continuity that contributes so significantly to the Navy’s completion of its overall mission.

Developing Leaders Navy administrators have long recognized the need for leadership development programs at all levels.

Shaping leaders is – and always has been – a priority. As a result, the Navy sponsors workshops, symposiums, on-line classes‌whatever it

takes‌to provide its members with the tools they need to develop their leadership skills.

Instructors utilize video teleconferences and other technology tools to present topics such as “Managing the Digital Age,� “Limited Duty Officer Programs� and “The Power of Positive Leadership� to Sailors in locations ranging from bases to ships in an effort to shape their skills.

The focus on shaping leaders is a tradition in the Navy – and it ensures that the tradition of superb leadership will continue.

Another key training program the Navy has introduced is RSEP (Regional Security Education Program). The program is a component of the Navy’s new initiatives designed to prepare operating forces for regional security missions and threats through diplomacy, as well as a critical element to the Maritime Strategy.

Navy administrators tout the role of diplomacy among Sailors at all levels, from strike group commanders to junior enlisted, as an important

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Dr. Jane Liljedahl teaches a Navy College Programs for Afloat College Education (NCPACE) English course aboard the amphibious assault ship USS Boxer (LHD 4). NCPACE courses allow Sailors to work toward their college degrees while underway. U.S. Navy photo by Photographer’s Mate Airman Paul Polach.

aspect of the Maritime Strategy and the overall mission of the Navy. As they suggest, diplomacy is a key to maintaining peace, keeping trade flowing, and dealing with the global economy. It is an integral part of the Navy’s mission to keep the sea lanes open and maintain good relationships with other nations.

RSEP trainers travel to address deploying strike groups and expeditionary units to make sure decision-makers and operators acquire the benefits of the research, expertise and assessment that are the basis of the program.

Even though the program was developed for post-graduate study, it is made available to Sailors at all levels to provide them with the variety of perspectives and insights that can help them better understand their mission. The idea is part of the same philosophy the Navy uses to staff and deploy a ship: “Get everybody on board to complete the mission.”

Training for Different Missions Training is not restricted to individuals or small groups in real or virtual classrooms. Other initiatives are designed to prepare Sailors and ships for non-traditional missions, which have

become a routine way of life for the Navy.

There are times when the Navy is stretched thin. Its ship battle forces comprised only 285 vessels in mid-2009, 252 of which were in active commission.

Often, ships operate in a carrier strike group atmosphere and conduct traditional integrated operations. There are times, however, when they have to operate independently in modern, complex environments. That requires special training to enhance readiness – particularly since the commanders and crews of surface ships operating alone have to be able to make proper decisions and respond appropriately to unique situations without the assistance of strike group staffs.

Contemporary Navy vessels may need to respond to small boat attacks one day, then conduct Visit, Board, Search, and Seizure (VBSS) missions the next-or same-day. The crews may coordinate with air assets in such missions and utilize a variety of weapons, ranging from .50 caliber machine guns to 5-inch guns and Tomahawk missiles from their vertical

launch systems. The diversity of these scenarios highlights the need for advanced training, communications, and weaponry, which are the focus of the Navy’s C41SR program. (C41 is Command, Control, Communications, Computers, and Intelligence.)

The goal of the Navy’s integrated C41SR and Space Systems is to provide knowledge superiority through the development, acquisition and life-cycle support of effective, capable and integrated business IT & space capabilities in the interest of national defense.

The systems involve the invention, acquisition, development, delivery, and support of integrated and inter-operable C41SR components in several areas: Space Technology Systems, C41 Combat Support Applications, Naval Networks & Information Assurance, Communications Programs (Ships, Shore, Submarine), and ISR. Integrating these components is a major undertaking for the Navy. Its success is critical to the Navy’s ability to complete its overall mission, which it continues to do with the latest technology and training available as it fills in the circle that has been expanding for over 230 years – and counting. e

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PRESIDENT BARACK OBAMA

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African-American president of the Harvard Law Review. Upon graduation, he returned to Chicago to help lead a voter registration drive, teach constitutional law at the University of Chicago, and remain active in his community.

With a father from Kenya and a mother from Kansas, President Obama was born in Hawaii on August 4, 1961. He was raised with help from his grandfather, who served in Patton’s army, and his grandmother, who worked her way up from the secretarial pool to middle management at a bank.

President Obama’s years of public service are based around his unwavering belief in the ability to unite people around a politics of purpose. In the Illinois State Senate, he passed the first major ethics reform in 25 years, cut taxes for working families, and expanded health care for children and their parents. As a United States Senator, he reached across the aisle to pass groundbreaking lobbying reform, lock up the world’s most dangerous weapons, and bring transparency to government by putting federal spending online.

arack H. Obama is the 44th President of the United States. His story is the American story – values from the heartland, a middle-class upbringing in a strong family, hard work and education as the means of getting ahead, and the conviction that a life so blessed should be lived in service to others.

After working his way through college with the help of scholarships and student loans, President Obama moved to Chicago, where he worked with a group of churches to help rebuild communities devastated by the closure of local steel plants.

He went on to attend law school, where he became the first

He was elected the 44th President of the United States on November 4, 2008, and sworn in on January 20, 2009. He and his wife, Michelle, are the proud parents of two daughters, Malia, 10, and Sasha, 7. e

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ADMIRAL GARY ROUGHEAD Chief of Naval Operations

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dmiral Gary Roughead became the 29th Chief of Naval Operations on September 29, 2007. Admiral Roughead is a 1973 graduate of the United States Naval Academy and a Surface Warfare Officer. His initial assignment was in the Weapons Department in USS Josephus Daniels. This was followed by duty as Executive Officer in the patrol gunboats USS Douglas and USS Tacoma, the former home ported in Naples, Italy. He was the commissioning Chief Engineer in USS O’Bannon and Executive Officer in USS Spruance.

Tours ashore include assignments as Flag Lieutenant to Commander, Naval Surface Force, U.S. Atlantic Fleet; the Surface Warfare Analyst at the Navy’s Office of Program Appraisal; Administrative Aide to the Secretary of the Navy; Executive Assistant to the Commander-in-Chief, U.S. Pacific Command; Commandant, United States Naval Academy; and the Department of the Navy’s Chief of Legislative Affairs.

Admiral Roughead was the commissioning Commanding Officer of the Aegis destroyer USS Barry and upon assuming command of the Pearl Harbor based cruiser USS Port Royal,

became the first naval officer to command both classes of Aegis ships. While he was in command, Port Royal was awarded a Meritorious Unit Commendation and received the Golden Anchor Award for excellence in retention and crew support programs.

He was Commander, Cruiser Destroyer Group Two and the George Washington Battle Group, deploying to the Persian Gulf and Mediterranean Sea; Commander, U.S. Second Fleet; and Commander, NATO Striking Fleet Atlantic and Commander, Naval Forces North Fleet East. He was the Deputy Commander, U.S. Pacific Command during the recent tsunami relief effort in South East Asia and served as Commander, U.S. Pacific Fleet and Commander, Joint Task Force 519. Most recently, Admiral Roughead served as Commander, U.S. Fleet Forces Command.

Admiral Roughead’s awards include the Defense Distinguished Service Medal, Navy Distinguished Service Medal, Defense Superior Service Medal, Legion of Merit, Meritorious Service Medal, Navy Commendation Medal, Navy Achievement Medal, and various unit and service awards. e

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U.S. Navy photos by Marcos T. Hernandez.

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ADMIRAL MICHAEL G. MULLEN Chairman, Joint Chiefs of Staff

dmiral Mullen was sworn in as the 17th Chairman of the Joint Chiefs of Staff on October 1, 2007. He serves as the principal military advisor to the President, the Secretary of Defense, the National Security Council, and the Homeland Security Council.

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Ashore he has served in leadership positions at the Naval Academy, in the Navyâ&#x20AC;&#x2122;s Bureau of Personnel, in the Office of the Secretary of Defense and on the Navy Staff. He was the 32nd Vice Chief of Naval Operations from August 2003 to October 2004.

A native of Los Angeles, he graduated from the U.S. Naval Academy in 1968.

His last operational assignment was as Commander, NATO Joint Force Command Naples/Commander, U.S. Naval Forces Europe.

He commanded three ships: the gasoline tanker USS Noxubee (AOG 56), the guided missile destroyer USS Goldsborough (DDG 20), and the guided missile cruiser USS Yorktown (CG 48).

Admiral Mullen is a graduate of the Advanced Management Program at the Harvard Business School and earned a Master of Science degree in Operations Research from the Naval Postgraduate School.

As a Flag Officer, Admiral Mullen commanded CruiserDestroyer Group 2, the George Washington Battle Group, and the U.S. 2nd Fleet/NATO Striking Fleet Atlantic.

Prior to becoming Chairman, Admiral Mullen served as the 28th Chief of Naval Operations. e

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VICE ADMIRAL DAVID J. VENLET Commander, Naval Air Systems Command

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ice Admiral Dave J. Venlet commands Naval Air Systems Command, headquartered in Patuxent River, Maryland. He previously served as Program Executive Officer, Tactical Air Programs and commanded Naval Air Warfare Center, Weapons Division with responsibility for Navy weapons and systems RDT&E and fleet support capabilities at China Lake and Point Mugu, California. He served as NAVAIR Assistant Commander for Test and Evaluation, and for Shore Installation Management.

Fleet tours include Fighter Squadron (VF) 41 as an F-14 Tomcat RIO deployed aboard USS Nimitz (CVN 68). He wears the Distinguished Flying Cross for action in VF-41. After redesignation as a Naval Aviator he flew with VF-143 as an F-14 pilot deployed aboard USS Dwight D Eisenhower. He next served in Fleet Replacement Squadron VF-101 at Naval Air Station (NAS) Oceana as a Tomcat instructor pilot and A-4 adversary pilot.

Vice Admiral Venlet served as a test pilot at Naval Air Test Center, Patuxent River. In 1991 he performed the first carrier landing of the T-45 on USS John F Kennedy (CV 67). He is a member of the Society of Experimental Test Pilots.

Tours in Naval Air Systems Command include the F/A-18 program in various capacities including Class Desk Officer and Deputy Program Manager. He was Executive Assistant to the Commander, Naval Air Systems Command and served as PMA-259, Program Manager for Air-to-Air Missiles involving AIM-9X development.

Vice Admiral Venlet graduated from the U.S. Naval Academy. He is a graduate of the Naval Postgraduate School and U.S. Naval Test Pilot School. He has a BS in Systems Engineering and a MS in Aerospace Engineering. e NAVY 2009-10

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VICE ADMIRAL KEVIN M. McCOY Commander, Naval Sea Systems Command

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native of Long Island, New York, Vice Admiral McCoy graduated from the State University of New York at Stony Brook in 1978, with a Bachelor of Science Degree in Mechanical Engineering.

At sea, McCoy served aboard USS Daniel Webster (SSBN 626) and as repair officer aboard USS Ly Spear (AS 36). In these assignments he earned his submarine engineering duty qualification and his surface warfare qualification. He was also awarded the Claud A. Jones Award from the American Society of Naval Engineers as “Fleet Engineer of the Year” during his tour onboard Ly Spear.

Ashore, McCoy served in numerous assignments in the Naval Shipyards, including assignment to Mare Island, Charleston,

Norfolk, Puget Sound and Portsmouth Naval Shipyards. From 2001-2004, he served as the 80th commander of Portsmouth Naval Shipyard. McCoy earned a master’s degree in Mechanical Engineering and an engineer’s degree in Naval Engineering from the Massachusetts Institute of Technology.

He also earned a Masters in Business Administration Degree from Emory University.

Upon selection to flag rank, McCoy served as assistant deputy commander of Industrial Operations of the Naval Sea Systems Command from 2004-2005. From 2005-2008, he served as the Naval Sea Systems Command’s chief engineer. In June 2008, he was confirmed by the U.S. Senate for promotion to the rank of vice admiral and was assigned as the 42nd commander, Naval Sea Systems Command. e

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VICE ADMIRAL H. DENBY STARLING, II Commander, Naval Network Warfare Command

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ice Admiral H. Denby Starling, II assumed command of Naval Network Warfare Command on June 15, 2007.

He is responsible for operating, maintaining and defending Navy networks, and conducting information operations and space operations. Overseeing a global force of more than 14,000, he is also the functional Component Commander to U.S. Strategic Command for space, information operations and network operations.

Vice Admiral Starling is a native of Virginia Beach, Virginia and was commissioned through the University of Virginia NROTC program in 1974. He was designated a Naval Flight Officer in March 1975, and a Naval Aviator in March 1983. At sea, Vice Admiral Starling flew the A-6 Intruder with the Black Falcons of VA-85, the Golden Intruders of VA-128 as an instructor, and the Milestones of VA-196 as a department head.

Additionally, he served as the commissioning executive officer of USS John C. Stennis (CVN 74).

Ashore, Vice Admiral Starling served on the staff of Medium Attack Tactical Electronic Warfare Wing, Pacific, and as a student at the Naval War College, where he graduated with Highest Distinction. His first flag assignment was to the North Atlantic Treaty Organization in Northwood, United Kingdom, as the Assistant Chief of Staff, Operations, Intelligence and Exercises, for the Commander-in-Chief East Atlantic/Commander Allied Naval Forces Northern Europe.

Vice Admiral Starling commanded VA-145 aboard USS Ranger (CV 61) during OPERATION DESERT STORM, USS Shreveport (LPD 12), USS Dwight D. Eisenhower (CVN 69) and Carrier Group 8 as George Washington Carrier Strike Group. Most recently, he served as Commander, Naval Air Force Atlantic. e

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Information Dominance The U.S. Navy’s Evolving Command, Control and Intelligence Capabilities

By HUNTER KEETER

T

he U.S. Navy is adapting its organizations, capabilities and technologies to achieve “information dominance,” the combat edge gained by efficiently collecting, processing, and disseminating knowledge and by denying an enemy the ability to do the same. This is a high-stakes arena of modern warfare, with tens of billions of dollars invested in tools and processes that are the foundation of the United States’ military and naval superiority in the world today.

Among the Navy’s significant near-term adaptations is the October 1, 2009, re-establishment of the historic U.S. 10th Fleet, under a new charter as “Navy Cyber Command. The new organization will be part of the joint-service U.S. Cyber Command, which will focus on managing and protecting the war

40 NAVY 2009-10

fighting capabilities of defense information technology networks.

In a September 9, 2009 podcast, Chief of Naval Operations (CNO) Admiral Gary Roughead acknowledged the importance of 10th Fleet, and its planned role in ensuring U.S. forces’ information dominance.

“You could look at the Lcyber-world’ that we live in as a new way of war (as was the Third Reich’s effective use of the submarine in World War Two),” Roughead said. “Because this is a global environment, we will activate 10th Fleet to get after the issues associated with cyber warfare and (find) better ways to develop information, move information, and make decisions based on that. Now is the right time to do this. We have to

Naval Computer and Telecommunications Area Master Station Pacific, 'ahiawa, Hawaii, is home to the ground control station for the Navyâ&#x20AC;&#x2122;s Mobile User Ob3ective System (MUOS), a next-generation narrowband tactical satellite communications system.

U.S. Navy photo by Mass Communication Specialist 2nd Class John '. Ciccarelli Jr.

NAVY 2009-10

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organize and train our people, and ensure that we are making the right investments to…remain the dominant information force, not only in the United States but globally. Our job is to be able to make better decisions faster than any adversary.”

The first incarnation of 10th Fleet occurred during World War II, when the United States and its allies faced the German Kriegsmarine’s U-boat threat. Then-CNO Admiral Earnest King established 10th Fleet to deal with the situation. Without warships and airplanes of its own, the new organization got the job done

by sharing intelligence on the location of U-boats with aircraft carriers and other naval units, which could intercept the enemy.

The new version of 10th Fleet joins U.S. Cyber Command (USCYBERCOM) against new, complex threats that include the ongoing war in Afghanistan, the modernization of China’s and India’s armed forces, Russian renewed military developments, and Iran’s alleged development of strategic nuclear deterrent capability. The DOD has developed powerful new generations of aircraft, warships, sensors and weapons to gain an edge in combat. But the DOD’s information technology networks, the computers that are at

Chief of Naval Operations Admiral Gary Roughead departs the Khawr al Amaya Oil Platform and the al Basrah Oil Terminal, Iraq.

Roughead is a strong support of C5ISR-enabled littoral warfare operations. U.S. Navy photo by Mass Communication Specialist 1st Class Tiffini Jones Vanderwyst.

42 NAVY 2009-10

the heart of all these advances in military hardware, have been battered by a spate of “denial-of-service” attacks.1 This has raised questions over the security of these networks and the reliability of the high tech weapon systems they support.

The DOD wants USCYBERCOM to manage and protect defense information technology and command and control infrastructures.

The situation undoubtedly will boost the fast-paced defense information technology marketplace, as 10th Fleet and other operational commands begin to work closely with acquisition organizations, including Space and Naval Warfare (SPAWAR)

systems command, at San Diego, and at the Washington Navy Yard, the Program Executive Officer for Integrated Warfare Systems (PEO IWS) to shape future investments. The partnership should strengthen the Navy’s information technology while providing additional opportunities for industry’s technology and service providers.

Command, Control, Communication, Computers, Combat systems, Intelligence, Surveillance, and Reconnaissance (C5ISR) Infrastructure The DOD’s portion of the Fiscal Year 2010 President’s Budget Request includes more than 10 billion dollars for acquisition and

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operational investments in products and services from each of the domains represented by a letter in the acronym “C5ISR.” The term is a catch-all for technologies such as radar and electrooptical (camera) sensors, wireless communication equipment, computer networks and data processors, electronic surveillance devices, specialized platforms (aircraft, ships, submarines and vehicles), and related systems and processes designed around the use of information as a weapon.

One of the Navy’s largest investments in this arena is in the development of a new

computer networking architecture for headquarters and shore facilities (including those of the U.S. Marine Corps). This network architecture will become the foundation for naval information dominance in the decades to come.

The current version was developed under EDS’ Navy-Marine Corps Intranet (NMCI) program, a 10-year, 10 billion dollars joint effort that ends in FY10. The new architecture, called Next-Generation Enterprise Network (NGEN), will have more government control over the design and integration of the system. Another investment project, the Consolidated

The Virginia-class nuclear powered fast attack submarine USS I (SSN 778) moored at Submarine Base New London, Connecticut.

Clearly visible on New Hampshire’s sail are the advanced photonic masts of the sub’s advanced C5ISR capabilities. U.S. Navy photo by John Narewski .

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The Navy’s N-1 Global Hawk UAV, which is demonstrating technologies that will be incorporated into the Broad Area Maritime Surveillance (BAMS) UAS. Photo courtesy of Northrop Grumman.

Afloat Networks and Enterprise Services (CANES) project, will develop a similar networking architecture for the Navy’s ships and other deployed units.

Real-world operations in difficult environments such as Afghanistan have stretched the practical limits of current line-of-sight defense communication systems. For Marines and soldiers at remote bases fighting insurgents, “comm” is crucial to every aspect of their missions, including target identification, coordinated attacks from land and air assets, and medical evacuation.

The Navy and other services are investing in new communication systems, including the Joint Tactical Radio System (JTRS) project, for which the department has requested 1.1 billion dollars in FY10. JTRS will produce an advanced software-programmable waveform wireless communication architecture common to each of the United States’ armed forces. Today, units in the field and at sea rely upon a system called the Single Channel Ground and Airborne Radio Systems (SINCGARS), which is reliable but limited to a single band in the Very High Frequency (VHF) range. JTRStype radios will be able to communicate along multiple bands and frequencies, allowing a single set to do the work of several different kinds of radios.

The Navy also is a major partner in modernizing the DOD’s space satellite communications infrastructure. For example, the service in FY10 will invest approximately 904 million dollars in the development of an Ultra High Frequency (UHF) Mobile User Objective System (MUOS). MUOS will upgrade for the next decade the DOD’s UHF tactical satellite comm to units in the field and at sea, particularly those with limited bandwidth access, such as special operations forces.

Unmanned Aircraft Systems (UAS) From east Africa, to Yemen, to Iraq, Afghanistan and the northwest tribal regions of Pakistan, U.S. and NATO forces have demonstrated the lethal effectiveness of UASs, which are comprised of one or more robot aircraft called Unmanned Aerial Vehicles (UAV), their launch and recovery equipment, and control stations. UASs come in a variety of shapes and sizes, usually suited to carry C5ISR equipment, weapons and comm links suited to a specific set of mission requirements.

For example, the 1.5 billion2 dollar RQ-4 Global Hawk, is a strategic-tier UAS, with powerful radar and electro-optical sensors that provide wide area C5ISR coverage for DOD and allied command centers. RQ-4s supported combat operations over Afghanistan from 2001-02, flying more than 1,200 hours and collecting more than 1,700 target images, according to the

NAVY 2009-10

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UAV’s manufacturer, Northrop Grumman. The Global Hawk continues to fly sorties for NATO operational commanders.

Tactical UASs, such as the 1.3 billion3 dollar MQ-9 Reaper, which will debut with its first combat patrols in November 2009, have crossed the line from being pure C5ISR assets and have become directly involved in combat. The MQ-9’s older sibling, the MQ-1 Predator, continues to add to an already impressive record, which includes spotting for NATO airstrikes and actually releasing weapons against its own targets. On June 4, 2009, the Air Force reported4 that a pair of Predators fired AGM-114 Hellfire missiles and laser guided bombs at Taliban insurgents near Kandahar, Afghanistan.

The Navy is investing in several classes of UASs, including high-altitude, long-endurance surveillance UAVs capable of sorties lasting more than 12 hours, like the Global Hawk, and tactical systems that will operate from warships and in support of deployed forces, such as marine infantry units.

The Navy has purchased two Global Hawks to demonstrate maritime surveillance capabilities and inform the acquisition of a Broad Area Maritime Surveillance (BAMS) UAS. BAMS, which will achieve initial operational capability by 2015, will be flown in cooperation with a new manned surveillance plane, the P-8 Poseidon Multi-mission Maritime Aircraft (MMA).

An RQ-8A Fire Scout Vertical take-off-and-landing Tactical Unmanned Aerial Vehicle (VTUAV) approaches the amphibious transport dock ship USS Nashville (LPD 13). Fire Scout will serve aboard other combatants, including the Freedomclass Littoral Combat Ships, to assist in surface warfare, mine countermeasures, and antisubmarine operations. U.S. Navy photo by Kurt Lengfield.

48 NAVY 2009-10

Unmanned and manned C5ISR assets will provide the fleet with persistent surveillance and targeting capabilities, within a 2,000 nautical mile operational radius, supporting nearly every aspect of naval operations: air warfare, missile defense, surface and strike warfare, anti-submarine patrols, littoral operations, and special warfare.

Meanwhile, the Navy and the army are co-funding the development of a Vertical take-off and landing Tactical Unmanned Aerial Vehicle (VTUAV), the MQ-8B Fire Scout.

The MQ-8B will be part of the army’s Future Combat Systems (a class of next-generation fighting vehicles and weapons), and eventually will be part of the mission systems deployed aboard the navy’s Littoral Combat Ship (LCS)5. The Freedom-class LCS is a new warship, similar to a corvette but featuring innovative, reconfigurable payloads called “mission modules.” After testing aboard the frigate, USS McInerney (FFG 8), Fire Scout will provide surveillance and reconnaissance for the LCS’ mine warfare and anti-submarine warfare mission modules.

Building on the Predator’s success in Afghanistan and Iraq, the Navy also is developing autonomous combat UASs, under the Navy Unmanned Combat Aircraft System (N-UCAS) project.

The service will demonstrate a carrier-based N-UCAS by 201213 and could achieve initial operational capability with a robot

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fighter squadron by 2025. To accommodate N-UCAS and other tactical UASs, the naval air force is adapting its infrastructure, including investments in new technologies for aircraft launch and recovery aboard the next generation of nuclear powered aircraft carriers (dubbed CVN 21).

The Naval Air Force’s C5ISR Capabilities In the manned naval air force, the sea services are developing several new C5ISR platforms. For example, the EA-198G Growler airborne electronic attack aircraft is a modified Super Hornet tactical fighter, armed with jamming equipment and weapons designed to defeat an enemy’s air defense C5ISR

capabilities, and also to provide early warning surveillance and reconnaissance for surface units. The Growler’s predecessor, the EA-6B Prowler, was so important to allied air power during the wars in Iraq, strike missions were authorized only after the electronic warfare planes had joined the fighters and bombers to clear away enemy air defenses. One of the Growler’s key attributes is its AN/APG-79 active electronically scanned array radar, which can function as several different types of radar (able to detect, fix, track, and jam targets).

Another carrier-based, tactical electronic warfare asset is the

A full scale mockup of the Joint Unmanned Combat Air Systems, similar to carrierbased combat UASs the Navy is developing. Operational missions for these drones may include suppression of enemy air defenses, strike, electronic attack and intelligence, surveillance and reconnaissance. U.S. Navy photo by Photographer’s Mate 2nd Class Daniel J. McLain.

50 NAVY 2009-10

E-2D Advanced Hawkeye airborne early warning plane. Earlier variants of the Hawkeye (which has been in service for 36 years) have become indispensible for the tactical command and control of naval aviation, as well as fleet anti-ship cruise missile defense. In FY10, the Navy wants to invest approximately 971 million dollars in FY10 to continue development and production of a modernized E-2D, with advanced combat systems, including the powerful new AN/APY-9 radar. The new Hawkeye also will be capable of large-scale command and control using the Cooperative Engagement Capability (CEC) system.

Developed by Johns Hopkins University’s Applied Physics Laboratory, CEC links the sensing and data communication capabilities of geographically dispersed platforms, extending the effective range within which a target can be detected, tracked and attacked. A key attribute of CEC is the ability to “engage on remote,” wherein a target tracked by one platform could be fired on by another, although the shooter’s own sensors could not yet detect the target.

Other new aircraft soon to join the naval air force will be able to act as both C5ISR platforms and combat assets. For example, the Navy has requested approximately 3 billion dollars to buy

the P-8 Poseidon, an advanced maritime surveillance and antisubmarine warfare plane based on Boeing’s 737 commercial jet. The Poseidon, which eventually will replace the P-3 Orion, will be a hybrid platform capable of littoral reconnaissance and attack, equipped with magnetic anomaly detection sensors, surface search radar, and armed with sonobuoys, AGM-84 Harpoon missiles and other weapons. The P8 will achieve initial operational capability in 2013.

Meanwhile, the Navy is looking into a replacement for its venerable Lockheed Martin EP-3E Aries II signals intelligence plane. The EP-3E, a signals intelligence-gathering platform, became famous after one crash landed in China following a collision with a Chinese air force fighter in 2001. The plane’s classified mission equipment can detect and analyze an adversary’s communication and other electronic emanations (including the tell-tale electro-magnetic “signatures” of vehicles, sensors and other military assets). The next-generation EP-3E will be re-configurable and will have greater flexibility for intelligence gathering, processing and dissemination, threat warning, and some targeting capabilities.

The Fleet’s C5ISR Capabilities The Navy also is modernizing the C5ISR systems of its surface fleet. In FY10, the service will invest 1.6 billion dollars in the acquisition of three Zumwalt-class (DDG 1000) next-generation destroyers. The DDG 1000 project will validate new types of sensors and weapons for long range precision strike and naval surface fire support. The ships

An Aegis ballistic missile defense destroyer, USS Hopper (DDG 70), launches a Standard Missile-3 Blk IA, successfully intercepting a sub-scale short range ballistic missile, launched from the Kauai Test Facility, Pacific Missile Range Facility, Barking Sans, Kauai, Hawaii. U.S. Navy photo.

52 NAVY 2009-10

feature a self-healing C5ISR network able to survive battle damage. The centerpiece of their capabilities, however, is the AN/SPY-3 X-band, multi-function and S-band volume-search radars. These sensors are designed to provide long-range maritime surveillance, evolving from the powerful radars of today’s Aegis destroyers and cruisers.

After DDG 100, the Navy plans to acquire a new air warfare cruiser under the CG X project. The ships’ combat system will feature an evolved form of “open-architecture” computing architecture (meaning that the system will be easily upgraded with inter-changeable components), probably derived from the latest version of the Aegis system.

Evolving toward the CG X ideal, the Navy is modernizing its Aegis warships: the Arleigh Burke-class destroyers and Ticonderoga-class cruisers. These form the backbone of the Navy’s surface warfare capabilities, and are being updated with open architecture computer systems, improved sensors and signal processing equipment, and new weapons tailored to demanding missions, such as long range surface fire support and ballistic missile defense.

Aegis warships and some other types are able to communicate with army and Marine Corps units ashore through the Naval Fires Control System (NFCS). NFCS links the ships’ guns with army tactical data systems, helping to direct naval artillery onto targets ashore. The Aegis fleet also has new Ballistic Missile Defense (BMD) capabilities, with modifications to their air

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defense radars and the upgraded Standard Missile (SM)-3. The sensors are able to find small, fast-moving ballistic targets and cue the hit-to-kill SM-3 warhead to destroy them.

The Navy recently deployed the first generation of Aegis BMD in response to a North Korean missile test6. USS Curtis Wilbur (DDG 54), USS Fitzgerald (DDG 62) and USS Stethem (DDG 63) have been adapted to search, detect and track ballistic missile targets. Building on the success of these ships and others, the navy has launched a new acquisition project to develop a multi-function, active-phased array air and missile defense radar for CG X. Just as the EA-18G will upgrade the naval air force’s tactical electronic warfare capabilities, the Navy is upgrading its ships’ systems, including the venerable AN/SLQ-32 jamming equipment installed aboard most of the fleet’s surface combatants, aircraft carriers and amphibious assault ships. The upgrade adds a new data processor and operators’ display console, to improve command and control of the system. The SLQ-32 protects ships from aircraft and anti-ship missiles by identifying when an enemy radar has locked on target. The system can jam radar waves and cue NULKA decoys to launch and distract incoming missiles.

The submarine Navy also is updating its capabilities. The 4.2 billion dollar Virginia-class nuclear powered fast attack submarine is the fleet’s latest platform for undersea warfare and covert C5ISR. Submarines sensors include bow sonar, towed array sonar, radar, and electro optical masts (an updated form of periscope).

The Navy has invested in various projects to improve the capabilities of these sensors and refresh the technology, particularly data processing, with the latest developments from the commercial marketplace. One of these projects, the Acoustic Rapid Commercial off-the-shelf Integration (ARCI) is the key to modernizing the AN/BQQ-10 submarine combat system. Like the Aegis open architecture approach, ARCI transforms the subs’ central nervous system with a continually upgradable architecture.

The results include improved sonar data collection and processing power, and automation for faster and more accurate analysis, giving crews a major advantage in visualizing and acting within the undersea environment.

Information Dominance With technologies such as those noted above, the DOD is creating and implementing what its C5ISR specialists call a “global information grid.” The grid will connect human operators to far-reaching sensors and advanced weapon systems through high-bandwidth communications links. The goal is to help human beings manage a staggering flow of information and quickly observe, orient, decide and act. The Navy’s role in the global information grid is a construct called FORCEnet. Tenth Fleet and all of the Navy’s C5ISR acquisition program investments are part of that construct.

The Navy will use FORCEnet as a guiding concept for building a particular kind of information dominance, which naval C5ISR specialists call Maritime Domain Awareness (MDA).The idea of MDA is to build a comprehensive understanding of every characteristic, event and trend occurring beneath the surface, on the water, in the air and ashore.

For deployed strike groups, the most important aspect of MDA is the ability to detect in the maritime environment changes from established trends. Those changes could alert the fleet to the presence of stealthy enemy C5ISR assets (including nextgeneration diesel electric submarines), combatants, or weapons (including intelligent naval mines). The CNO and his fellow joint chiefs of staff are betting on the DOD’s 10 billion dollar investment in C5ISR to deliver MDA and other forms of information dominance, enabling U.S. armed forces to stay ahead of the threats they confront.e

1

See the statement of Gregory C. Wilshusen, director for information security issues with the Government Accountability Office, before the House Committee on Oversight and Government Reform, May 5, 2009.

2 According to the DOD’s FY10 budget request.

3 Ibid.

4 See “June 4 Airpower Summary: Predator Takes Out Enemy Shooters,” http://www.af.mil/news/story.asp?id=123153029.

5 According to the DOD’s FY2009-2034 Unmanned Systems Integrated Roadmap.

6 See Admiral Roughead’s comments at the commissioning of USS Truxton (DDG 103), April 25, 2009.

An EA-18G Growler assigned to the Vikings of Electronic Attack Squadron (VAQ) 129, takes off at Naval Air Facility El Centro, California. The Growler replaces the venerable EA-6B as the naval air force’s next-generation tactical electronic warfare platform. U.S. Navy photo by Mass Communication Specialist 3rd Class Rialyn Rodrigo.

54 NAVY 2009 2009-10

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Multi-Mission Versatility The U.S. Navy Develops a Surface Fleet for the 21st Century

By HUNTER KEETER

O

n April 12, 2009, U.S. Navy Sea, Air, Land (SEAL) sharpshooters aboard USS Bainbridge (DDG 96) killed three Somali pirates and rescued their hostage, an American merchantman captain held aboard a stolen lifeboat.

The rescue of Maersk Alabamaâ&#x20AC;&#x2122;s master was the result of an effective collaboration among the Navyâ&#x20AC;&#x2122;s surface warfare, special warfare, aviation and coalition partner communities.

This challenging operation (executed at night, in rough seas) showcased the cooperative, flexible, multi-mission power projection capabilities that are the foundations of the nextgeneration fleet in which the Navy is investing today.

56 NAVY 2009-10

An artistAs rendering of the 'um>alt-class (DDG 000) destroyer. The Navy is developing ne> classes of surface combatants >ith enhanced capabilities for surface stri2e and air defense. U.S. Navy illustration.

“The rescue of Captain Phillips was conducted off of a guided missile destroyer, the same type of ship that provides ballistic missile defense, and also the same type of ship that was the first Hto take humanitarian aid into Georgia after the conflict with Russia, because it had the ability to go places and protect itself in ways that other ships couldn’t,” the Chief of Naval Operations, Admiral Gary Roughead, told an audience at a September 15, 2009 breakfast meeting in Washington.

Complex operations, such as counter-piracy missions, require close coordination among many different types of military and naval forces. The U.S. Navy has adapted its deployed fleets from the heavy-hitting, but singularly focused aircraft carrier battle groups of the Cold War to more flexible and adaptable formations that are capable of accomplishing many different missions.

The Navy has always offered a joint force or allied commander options for maritime command and control and a relatively safe haven from which to launch strike warfare missions, especially when ground and air forces have been denied access. The opening phase of OPERAT ON DESERT STORM in 1991 and the allied air campaign into northern raq in 200 were good examples. The United States is updating this fundamental attribute of its naval force by investing in ships, aircraft, weapons, and missions systems that push the envelope from maritime security operations (such as counter-piracy), to major theater warfare.

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Expeditionary Strike Group (ESG) The U.S. Navy’s amphibious fleets usually compose ESGs when deployed. The typical ESG is one of the Navy’s most versatile formations, providing combat capabilities for amphibious warfare, strike and anti-submarine warfare. This group includes an amphibious squadron (including assault, transport and landing ships embarking the 2,200 personnel and equipment of a U.S. Marine Corps expeditionary unit) surface warships (including a cruiser, a destroyer and a frigate) and a nuclear powered fast attack submarine, such as the )irginia-class.

The ESG’s centerpiece is a multi-mission amphibious assault ship, such as currently deployed USS Bo-er (LHD 4) or USS Bataan (LHD 5). These 40,650 ton warships of the Wasp (LHD 1)-class have 40 x 140 feet of flight deck, 100,000 cubic feet of cargo hold, a well-deck, and a 600 bed hospital aboard. The primary mission of the Wasp-class is to host a deployed marine expeditionary unit’s airplanes and much of its heavy equipment. The Marines’ aviation combat element (ACE) is

5

NAVY 2009-10

comprised of varying numbers of rotary-wing aircraft, such as the CH-5 E Super Stallion, M)-22 Osprey tiltrotor, UH1Y )enom (an upgraded “Huey” now being delivered), and AH-1- )iper attack helicopter (an upgraded “Super Cobra” now in development). The ACE also includes fixed-wing strike fighters, such as the A)- B Harrier , and, after 2012, - 5B Lighting short takeoff and vertical landing (STO)L) attack jet.

Other than their versatile aviation and sea-lift capabilities, the “big deck amphibs” also act as flagships from which U.S. and coalition task force staff can exercise a full range of command, control, communication, and intelligence functions. The ships’ operations departments include a combat information center, joint intelligence center, cryptological information center, air traffic control, and meteorology office. These capabilities have enabled LHDs to serve as joint and coalition task force headquarters during recent operations in the Mediterranean, off the Horn of Africa, and in the Persian Gulf. However, the LHDs are aging they are the last conventionally powered

The guided missile cruiser USS Shiloh (CG 6 ) launches a Standard Missile (SM- ) during a flight test of the Aegis ballistic missile defense system. nstalled aboard three CGs and DDGs the system is designed to intercept short- and medium-range ballistic missiles. U.S. Navy photo.

steam turbine propelled vessels in the U. S. fleet’s battle force. The Navy is evolving new big deck amphib designs, beginning with the Makin sland (LHD ), which have a similar hull form to the Wasp-class, but a gas turbine power plant. The next-generation amphibious assault ships will come from the LHA-Replacement (LHA(R)) project. The first hull of this new design is slated for delivery in 2012. The LHA(R)s will lack a well-deck, instead featuring larger hangars for expanded aircraft maintenance capabilities and aviation fuel supply.

USS New York The Navy is investing in other new amphibious ships, including the San Antonio-class (LPD 17) landing platform docks. So far, the project has delivered to the fleet five ships (San Antonio, New rleans, Mesa erde, reen Ba. and New York). These are 6 4 feet long, displace 24,900 tons under full load, and carry a battalion (700- 00 Marines and their equipment, including light armored vehicles and tanks). rom the LPDs, the Marines can deploy ashore via a flight deck with two M)-22 Osprey

tiltrotors, and also a well-deck with two landing craft air cushion (LCAC).

Noticeable features of the LPD 17-class ships include their enclosed masts. These masts are shrouded in a hexagonal composite structure that allows electromagnetic signals (such as the ship’s communication and sensor signals) to emanate, while reducing the vessel’s reflectivity to enemy radar, a kind of “stealth” technology for surface warships.

The San Antonio-class LPDs are equipped with AN SPS-4 E air-search and AN SPS-7 surface-search radars, and other sensors to contribute information to the strike group’s situational awareness. The new LPDs’ suite of command, control, communication and intelligence equipment also includes the AN US$-119E ()) 27 Global Command and Control System-Maritime (GCCS-M), which is a decisionmaking aid shared by other ships in a strike group or task force. )ariants of GCCS link the force’s vessels, aircraft and units ashore to databases of information on the disposition of allied

NAVY 2009-10

59

A C - Super Stallion from Marine eavy elicopter S8uadron ( M ) 6 lands at a landing @one 1ust outside the village of Morose to pic2 up medical augmentees assigned to the amphibious assault ship USS earsarge ( D ). earsarge is supporting humanitarian assistance disaster relief in aiti after a series of tropical storms devastated much of the country. U.S. Navy photo by Mass Communication Specialist Seaman Apprentice Joshua Adam Nu@@o.

and enemy forces, helping command assess threats and develop operational strategies and tactics.

reaction time in threat scenarios where there may be less than one minute warning of an incoming missile.

Operating in the littoral (the relatively shallow water Gone from 200 feet of depth to shore), amphibious landing, transport and assault ships are vulnerable to anti-ship missiles.

To defeat this threat, the Navy’s new LPDs have a variety of self-defense capabilities, including the AN SL$- 2A())2 electronic warfare system, which is capable of detecting and jamming enemy radar signals, as well as launching Mk5 NULKA decoy rockets, which are designed to confuse incoming missiles.

The LPD 17 class’ defensive weapons include two Mk 1 missile launchers with R M-116 rolling airframe (RAM) surface-to-air missiles. The RAM has radio frequency and infrared guidance and is capable of defeating anti-ship cruise missiles. The ships are also armed with two Mk46, Mod1 0mm chain guns, which can destroy small boats and some other surface threats. The Mk46 is adapted from the Bushmaster cannon, which arms Marine Corps and some U.S. Army armored fighting vehicles.

The new LPDs are equipped with a sensor data and command and control fusion engine called the Ship Self Defense System (SSDS). SSDS is designed to collect and analyGe data from the ships’ radar and other sensors, and compare this information with data from other fleet command, control, communication, and intelligence systems. The system automates data processing and fusion, allowing task force command staff valuable

The fifth-in-class LPD-New York (LPD 21), is the Navy’s sixth ship so-named, the others having been an armed gondola in 1776 a 6-gun frigate in 1 00 a screw sloop in 1 69 an armored cruiser in 1 9 and a battleship that served in both world wars.

60 NAVY 2009-10

The new New York, slated for commissioning on November 7,

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2009, is remarkable for having 7.5 tons of steel from the destroyed World Trade Center poured into her bows. LPD 21, and two others of the same class, Arlington and Somerset, will serve as operational monuments to the victims of the September 11, 2001, terrorist attacks on the United States.

“We will operate the full spectrum of operations, from humanitarian assistance, disaster relief, all the way through full combat,” Commander Curtis Jones, precommissioning unit commanding officer of New York, told an audience at Syracuse, New York on September 4, 2009.

Cost, schedule and performance problems have threatened the stability of the LPD 17 acquisition project, however, the Navy and the U.S. Congress have remained committed to it. The Navy department, which includes the Marine Corps, views the 10 planned LPDs as essential to wartime naval transportation capability.

The requirement includes lifting two and a half marine expeditionary brigades (MEBs) aboard amphibious warships.

Marine lift is a major aspect of the Navy’s ability project power beyond the

62 NAVY 2009-10

The guided-missile destroyer USS Bainbridge (DDG 96) led the rescue of an American merchantman captain during counter-piracy operations in April 2009.

U.S. Navy photo by Mass Communication Specialist 2nd Class Vincent J. Street.

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The littoral combat ship ndependence ( CS 2) under>ay during builder s trials. Builder s trials are the first opportunity for the shipbuilder and the U.S. Navy to operate the ship under>ay and provide an opportunity to test and correct issues before acceptance trials. !hoto courtesy Dennis Griggs General Dynamics.

continental United States. New York and her nine sister ships will help build an amphibious force of between 31 and 38 vessels (the Navy and Marine Corps are discussing the costs of building a larger fleet) dedicated to meeting MEB transportation requirements.

Carrier Strike Group (CSG) Perhaps the highest profile examples of maritime power projection capability are the U.S. Navy’s 12 nuclear powered aircraft carriers, especially the nine Nimitz (CVN 68)class ships. These 101,196 ton, 1,115 feet long titans deploy with a carrier air wing of 85 to 100 aircraft with greater firepower and strike sortie capacity than in many other nation’s entire air forces.

The CGS remains the centerpiece of the U.S. Navy’s major war fighting capability, although the service has re-conceived the formation since its origin from Cold War-era carrier battle groups. The CSG has the battle group’s aviation and Aegis air defense capabilities, adding long-range surface strike capability from a cruiser, destroyers and an attack submarine capable of launching a large number of Tomahawk land attack cruise missiles. As needed, the fleet can assemble larger task forces by joining together CSGs and ESGs, as well as allied warships, as was the case during the forcible entry phase of the war in Afghanistan, 2001-02.

The modern carrier air wing includes E-2C/D Hawkeye airborne early warning aircraft, EA-18G Growler electronic attack jets, and F/A-18E/F Super Hornet fighters. The E-2series aircraft function as airborne command and control hubs, helping strike fighters identify targets and informing them of local threats. The EA-18Gs clear a path through

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enemy air defenses, locating the sources of radar emissions and surface-to-air missile batteries, and attacking these with anti-radiation missiles. F/A-18E/Fs play multiple roles, with some Super Hornets forming a high-altitude combat air patrol to protect others loaded with bombs and missiles for attacking surface targets. Still other Super Hornets may be fitted with large external fuel tanks, to replenish the fighters on their sortie and return.

As powerful as today’s CSGs and the naval air force are, the carriers are beginning to reach the end of their service lives. USS Enterprise (CVN 65), the Navy’s oldest carrier, entered service in 1961. USS Nimitz herself is more than 37 years old. So, the United States is developing a new generation of nuclear powered super-carriers under the 11.7 billion dollar CVN 21 acquisition project. The first of these, Gerald R. Ford (CVN 78) and an as-yet unnamed (CVN 79), will arrive between 2015 and 2020. The new carriers’ hull form will be based on the newest of the Nimitz-class, displacing approximately 100,000 tons, but with some significant modifications.

F/A-18E Super Hornet’s overfly the nuclear powered aircraft carrier USS Ronald Reagan (CVN 76). Reagan and her sister ship, USS George Bush (CVN 77) are the newest, and last of the formidable Nimitz-class super-carriers. The Navy is developing a new design called CVN 21. U.S. Navy photo by Mass Communication Specialist 3rd Class Joshua Scott.

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The future carriers will be more automated, requiring a smaller crew and air wing complement than the 5,680 that populate today’s USS George W. Bush (CVN 77). The automated flight deck and aircraft handling systems of future carriers will enable a higher sortie rate than possible today (160 vs. 140 sorties a day). CVN 78’s nuclear power plant will be of a new design that will generate 150 percent more electricity than does that of today’s carriers. Harnessing this additional electrical power, the new carriers’ flight decks will feature an electromagnetic aircraft launch system (catapult), and a trap system that stores electrical energy generated by each arrested landing. The carriers will be able to apply more or less power to launch and recover a greater variety of aircraft, including UAVs and unmanned combat aerial vehicles (UCAVs).

Surface Action Group (SAG) SAGs are based upon the fleet’s Aegis-equipped cruisers and

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The littoral combat ship Independence (LCS 2) underway during builder's trials. Builder's trials are the first opportunity for the shipbuilder and the U.S. Navy to operate the ship underway, and provide an opportunity to test and correct issues before acceptance trials. Photo courtesy Dennis Griggs, General Dynamics.

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USS Carl Vinson (CVN 70) U.S. Navy photo by Mass Communication Specialist 2nd Class Eric S. Garst

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destroyers capable of performing battle group air defense and anti-submarine warfare, as well as long range strike, naval surface fire support (using their guns to aid troops moving ashore), and theater ballistic missile defense.

The Navy’s surface combatants include 22 Ticonderoga-class guided missile cruisers and 551 Arleigh Burke-class guided missile destroyers. The central nervous system of these warships is the Aegis Combat System, which is comprised of the AN/SPY-1B/D electronically scanned phased array radars, the Standard Missile (SM) family of weapons, and a powerful computer processor and command decision system. During the Cold War, the Navy designed Aegis to manage the complex problems of battle group air defense, focusing on large naval engagements in the open ocean. Today, the naval has adapted Aegis and its component hardware to support other mission requirements.

Modernized Aegis cruisers and destroyers are armed with the Mk45 5-inch 54 cal. lightweight gun, capable of firing naval 5inch shells as well as extended range guided munitions, which are rocket-assisted projectiles that can reach surface targets 60 nautical miles from the ship. The Navy is developing extended range munitions as it phases in a larger, 155mm gun system for the next generation destroyers and, perhaps, future cruisers.

However, the main battery of the fleet’s cruisers and destroyers is their Mk41 Vertical Launch System (VLS). In the cruisers, there are two VLS launchers, each with 61 cells for a total capacity of 122 guided missiles, including SM-2 anti-aircraft and SM-3 anti-ballistic missile weapons, and Tomahawks. The Flight IIA DDGs carry one 32-cell and one 64-cell VLS launcher, for a total capacity of 96 missiles.

The firepower of the Aegis warships supports all of the

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Navy’s deploying formations, including carrier and expeditionary strike groups. With the CSGs and ESGs, the surface combatants’ role is to protect the carriers and amphibious assault formations, and provide naval gunfire support for Marine units moving ashore. When deployed independently as SAGs, the cruisers and destroyers are grouped to accomplish a given tactical mission, such as humanitarian aid during the 2008 crisis in Georgia.

Aegis Ballistic Missile Defense Another type of SAG, assembled from specialized variants of Aegis combatants, is capable theater ballistic missile defense missions. Amid the apparent nuclear ambitions of Iran and North Korea, and internationally alarming weapons tests by both nations, the Department of Defense is preparing to deploy such groups to monitor and counter these potential adversaries’ ballistic missile capabilities.2 “In the initial stage, we will deploy Aegis ships equipped with

SM-3 interceptors, which provide the flexibility to move interceptors from one region to another if needed,” Defense Secretary Robert Gates told reporters at the Pentagon on September 17, 2009.

The Aegis missile defense upgrade costs between 10.5 million and 45 million dollars, depending on the components added to each ship.3 The modification includes changes to the Aegis combat system computer to track small, fast-moving ballistic missile targets, a new signal processor and “hit-to-kill” interceptor missile. The SM-3 Block IA missile carries a nonexplosive kinetic energy warhead that collides with an enemy ballistic missile target to destroy it. The Navy has equipped three guided missile cruisers (USS Lake Erie, USS Shiloh and USS Port Royal) and 15 Arleigh Burke-class DDGs with ballistic missile defense capability.

To coordinate and manage the further development of the fleets’ integrated air defense, cruise missile defense, and

The amphibious assault ship USS Boxer (LHD 4) (r) is shown underway with the new amphibious transport dock ship, USS New Orleans (LPD 18) (foreground) and the amphibious dock landing ship USS Comstock (LSD 45).

Together, they form Amphibious Squadron 5, the nucleus of a deploying expeditionary strike group (ESG).

U.S. Navy photo by Mass Communication Specialist 2nd Class John J. Siller.

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ballistic missile defense capabilities, the new Navy Air and Missile Defense Command is established at Dahlgren, Virginia, commanded by Rear Admiral Alan B. Hicks, former program director for Aegis ballistic missile defense with the DOD’s Missile Defense Agency. The new command, which stood up in April 2009, will focus on countering missile threats that deny access to the littoral by the Navy’s ESGs and SAGs, and enhance the fleet’s war fighting capabilities.

Next-Generation Surface Combatants While the Navy continues to adapt its current CGs and DDGs to new missions, like ballistic missile defense, the service also is investing in new surface combatants, such as the Zumwaltclass (DDG 1000) destroyer and a next-generation cruiser. The DDG 100 project, much truncated from its ambitious beginning in the 1990s, will build three advanced warships featuring a stealthy, tumblehome hull form, an integrated electric power system, advanced peripheral VLS and the 155mm Advanced Gun System (AGS).

The Zumwalt-class, with its large bore guns, is designed to meet a greater portion of the Marine Corps’ naval surface fire support requirement. The AGS, launching the rocket propelled, GPS-guided Long Range Land Attack Projectile (LRLAP), would be able to destroy targets 100 nautical miles from the ship with greater precision firepower than possible with current 5-inch guns.

While cost and technical risk have changed the Navy’s approach to the DDG 1000, the service plans to use the platforms as operational assets and as proof-of-concept for

technologies that may shape a future cruiser design. The nextgeneration “CG(X)” will have advanced air and missile defense capabilities that build upon the Aegis legacy.

Meanwhile, the Navy is acquiring other new platforms designed specifically for operations within the contested littoral battle space.

The first of two new Littoral Combat Ships (LCSs), USS Freedom, is active in commission, serving with Surface Force Pacific from San Diego. The aluminum and steel hull LCS is designed to carry a re-configurable combat system in mission modules, which can be installed according to the type of mission on which the ship will deploy. A second LCS, named Independence, of a different, all-aluminum hull form based on that of Australian high-speed catamarans, now is under construction.

The LCS mission modules, developed under a separate acquisition project, include three basic configurations: mine countermeasures (MCM), anti-submarine warfare and surface warfare. The MCM mission module is designed to augment the capabilities of the Navy’s dedicated mine warfare ships (mine hunters and sweepers), with a suite of highly automated equipment deployed from the LCS or a cooperating SH-60R Seahawk helicopter. e 1

2

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Six more Arleigh Burke-class DDGs are under construction, including Gravely, Wayne E. Meyer, Jason Dunham, William P. Lawrence, Spruance and Michael Murphy.

From a September 17, 2009 briefing at the Pentagon by Secretary of Defense Robert Gates and Vice Chairman of the Joint Chiefs of Staff General James Cartwright.

From O’Rourke, Ronald, “Sea-Based Ballistic Missile Defense: Background and Issues for Congress,” Congressional Research Service July 20, 2009.

Artist concept of the amphibious transport dock ship USS New York (LPD 21) in the New York harbor.

Provided by Naval Sea Systems Command.

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The USS New York

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he Northrop Grumman Corporation-built amphibious transport dock ship New York (LPD 21) is the fifth in the San Antonio-class series. The bow stem of New York contains 7.5 tons of steel recovered from the World Trade Center and the ship is named in honor of the victims and heroes of the 9/11 terrorist attack. The USS New York is scheduled for commissioning in New York City on November 7, 2009.

The USS New York (LPD 21) is scheduled to sail up the Hudson on November 2, 2009.

A pilot boat from the Sandy Hook pilots will leave Intrepid Pier (Pier 86) to meet USS New York at the Verrazano Bridge and accompany her to her berthing at Pier 86. The ship will pass

under the Verrazano Narrows Bridge.

The ship will come to a complete stop at the World Trade Center site and render a 21-gun salute. First responders, families of 9/11 victims and the general public will gather at the North Cove in the World Financial to welcome the ship and return the salute. A formal ceremony will take place with over 150 uniformed servicemen and women in dress uniform honoring renders.

The response to this event by 9/11 families, first responders and the uniformed services has been overwhelming. Next to the commissioning itself, expect it to be the highlight of USS New Yorkâ&#x20AC;&#x2122;s visit to New York City. e

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An F-35 Lightning II Joint Strike Fighter (JSF) test aircraft banks over the flightline at Eglin Air Force Base, Florida, sending contrails streaming off the wings. The aircraft is the first F-35 to visit the base which will be the future home of the JSF training facility.

U.S. Air Force photo by Senior Airman Julianne Showalter.

Naval Air Systems Command T

he Naval Air Systems Command (NAVAIR) is a United States Navy command, headquartered in Patuxent River, Maryland with military and civilian personnel stationed at eight principal continental U.S. sites and one site overseas.

NAVAIR provides unique engineering, development, testing, evaluation, in-service support, and program management capabilities to deliver airborne weapons systems that are technologically superior and readily available. Using a fullspectrum approach, the command delivers optimal capability and reliability for the Sailor and the Marine.

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NAVAIR is the principal provider for the Naval Aviation Enterprise (NAE), but contributes to every Warfare enterprise in the interest of national security. We embrace the privilege of our responsibility to the Sailor and the Marine in partnership with industry, all Naval Aviation stakeholders, and our fellow Systems Commands.

Sailors and Marines armed with confidence because we develop, deliver, and sustain aircraft, weapons and systems on time and on cost with proven capability and reliability so they succeed in every mission and return safely home.

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www.agilerf.com Vision Naval Aviation serves America in defense of freedom. This duty places our Sailors and Marines in harm’s way, where they must expect the unexpected. As such, they depend on us to deliver capable and reliable systems and aircraft.

Values The Sailor and the Marine are the inspiration for everything we do. Their mission success and safe return home define the “greater good.”

Honor, Courage, and Commitment. These are the core values of our Navy and Marine Corps.

Ethical conduct in every activity. It is our responsibility to demonstrate impeccable stewardship and service.

External results. Capable and reliable aircraft, weapons, and systems for the Sailor and the Marine.

Working across organization and service boundaries. Cooperative strategies save time and money and leverage technical, business, and process expertise.

Leadership development. Leaders grown from within NAVAIR will sustain our ability to deliver the capability and reliability our Sailors and Marines need, when they need it.

Trust. This is earned through ethical behavior and by delivering what we are expected to deliver, when it is expected. An environment of trust produces results that cost less and are delivered with greater speed.

Diversity. Our diverse national workforce offers a wealth of technical, business, and leadership expertise from which we will recruit and develop NAVAIR leaders. Every employee will be

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Lightning strikes, over Fort Worth, Texas, an F-35 Lightning II test aircraft AA-1 undergoes a flight check. Photo courtesy of Lockheed Martin.

valued and respected and have the opportunity to reach his or her full potential.

Candid, respectful dialogue. Healthy debate will reveal opportunities for improvement, provide options, and motivate people to act in mutual support.

Continuous improvement. Improved reliability, reduced costs, faster cycle times, and increased productivity are ingrained in

our culture.

A dependable industrial base. We value industry partnerships rooted in sound systems engineering, cost control, and ontime delivery.

A positive outlook. Our belief in each other and the promise of a bright future give us hope and inspire us to persevere during periods of adversity in our personal and professional lives. e

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VICE ADMIRAL BERNARD J. “BARRY” McCULLOUGH, III Deputy Chief of Naval Operations for Integration Capabilities and Resources (N8)

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rom Weirton, West Virginia, Vice Admiral Bernard J. “Barry” McCullough graduated from the United States Naval Academy with a Bachelor of Science Degree in Naval Architecture and was commissioned on June 4, 1975.

Additionally, Vice Admiral McCullough completed Naval Nuclear Power training and received a Master of Science degree in Strategic Resource Management from the Industrial College of the Armed Forces at National Defense University.

Vice Admiral McCullough’s sea tours include serving as Commander, Carrier Strike Group 6/Commander, John F. Kennedy Strike Group. He also served as Commander Carrier Strike Group 14/Commander, Enterprise Strike Group.Vice Admiral McCullough’s major command was aboard USS Normandy (CG 60) from February 1999 until February 2001.

Prior to commanding Normandy, he served as Commanding Officer aboard USS Scott (DDG 995) and USS Gemini (PHM 6). Other sea assignments were: Operations Officer for Commander 2nd Fleet/Striking Fleet Atlantic, Engineer Officer aboard USS Enterprise (CVN 65), Engineer Officer aboard USS Virginia (CGN 38), and Main Propulsion Assistant aboard USS Texas (CGN 39).

Vice Admiral McCullough’s shore tours include serving as Director, Warfare Integration and Assessment Division (N8F),

Director, Surface Warfare Division, (N86), Commander, Navy Region Hawaii and Naval Surface Group Middle Pacific, the Director for Strategy and Analysis, J5, at U.S. Joint Forces Command, 1st Battalion Officer at the United States Naval Academy and as the Department Head for the D1G Prototype Nuclear Power Plant at Nuclear Power Training Unit, Ballston Spa, New York. Vice Admiral Barry McCullough assumed his current responsibilities as Deputy Chief of Naval Operations for Integration of Capabilities and Resources (N8) in November 2007.

His decorations and awards include: Defense Superior Service Medal, Legion of Merit, Defense Meritorious Service Medal, Meritorious Service Medal, Navy Commendation Medal, and Navy Achievement Medal. Additionally, he is authorized to wear numerous unit and campaign awards.

Vice Admiral Barry McCullough, who has been serving as the Navy’s head of capabilities and resources, was recently nominated to be commander of the Navy’s new Fleet Cyber Command/10th Fleet.

The command, based at Fort Meade, Maryland, was established earlier this year after the Pentagon’s formation of U.S. Cyber Command in June. Fleet Cyber Command/10th Fleet will serve as one of its component commands. e

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Securing Cyberspace Guarding the New Frontier

By RICHARD MEREAND

“None of these 21st century challenges can be fully met, without America’s digital infrastructure – the backbone that underpins a prosperous economy and a strong military and an open and efficient government.” resident arack O ama1

A

mericans’ broad dependence on computers first became clear in the late 1990s, when reports of the Y2K problem spawned predictions of nationwide chaos and societal breakdown.2 In the decade since, that dependence has only deepened. Cyberspace – now used as a catchall term to refer to the entire domain of networked computers and electronic devices – is used every day for functions vital to the U.S. economy, society, government and military. And those who would threaten U.S. national security have noticed. The Center for Strategic and International Studies’ Commission on Cybersecurity for the 44th Presidency stated as its central finding that the United States “must treat cybersecurity as one of the most important national security challenges it faces. This is an issue on par with weapons of mass destruction and global jihad.” 3

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Although the publicly available details are few, many sources report a startling number and variety of probes, attacks and data thefts by hackers, criminals and spies on the computers and networks of government agencies, large corporations and many others.4 These everyday occurrences are just the beginning of the challenge, however. In April 2007, the Baltic nation of Estonia suffered a large, sustained campaign of cyber attacks that crippled the networks of its government, banks, news outlets and other organizations. Although the subsequent investigations were largely inconclusive, the attacks were widely believed to have been instigated by the Russian government. The Caucasian nation of Georgia suffered a similar cyber warfare campaign during its short conflict with Russia in August 2008. Servers in South Korea and the U.S. sustained a series of attacks in early July 2009 that some blamed on North Korea.5 Cyber warfare has been part of the Chinese military’s strategic thinking since 1997.6 Indeed, the Chinese are suspected of aggressively probing U.S. networks in recent years, attempting to “scout the terrain,” gather information and lay the groundwork for any future conflict.7 Many other countries are also developing cyber warfare capabilities, and non-state actors surely are as well. Tomorrow’s wars will be waged in cyberspace as well as in real space – and perhaps in cyberspace alone.

Some defense experts discuss cybersecurity within the conceptual framework of the “global commons”: “those areas of the world beyond the control of any one state – sea, space, air and cyberspace – that constitute the fabric or connective tissue of the international system.”8 U.S. grand strategy has long recognized the benefits of keeping such commons safe, secure and open to all. Maintaining a free and open Internet – an international resource akin to the oceans – has become vital to U.S. interests. Like the oceans, cyberspace must be policed by all, but the United States, as a major beneficiary of all that cyberspace has to offer, should take the lead – vigorously and without delay.

A Complex Challenge As they build U.S. capabilities, today’s cyber warriors confront difficult legal, conceptual and practical issues. The vast majority of the computers that make up cyberspace are owned and operated by private organizations. Within the federal government, most agencies manage their own cybersecurity more or less independently. Even the research, development and production of computer technology are mostly handled by private companies, for purposes unrelated to national security.

When computer networks connect across national boundaries, questions of sovereignty and jurisdiction become complex

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indeed. All of this makes it very difficult to secure cyberspace.

Much of cybersecurity focuses on defense: protecting computers, data and networks from attackers. This is necessary, but not sufficient. Information technology evolves quickly, and cyber defenders are always playing catch-up with attackers. Computer security experts say that staying ahead of the constantly adapting enemy is simply not possible. Trying to find vulnerabilities in advance and predict methods of attack does not provide an effective defense. Ideally, the United States would deter attacks with the threat of punishment or retribution. But going on offense – taking the fight to the enemy – is highly problematic.

Determining the perpetrator of a cyber attack is difficult at best.

It can require tracing the attack back through various computer networks, a practice that can violate laws, legal procedures and national sovereignties.9 Investigations often founder at the borders of uncooperative nations, particularly if the attack was state-sponsored. Attackers who cannot be identified cannot be apprehended or punished. If attackers can maintain anonymity, deterrence is nearly impossible. Law enforcement agencies have made some progress in updating legal authorities for the Internet age and are fostering international cooperation in apprehending cyber criminals. But such coordination is still a fledgling effort, with many countries unwilling to participate.

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Even if an attacker can be identified, proper retaliation is not easy to determine or carry out. What is the correct response to a data theft or a denial-of-service attack? Few societies are as network-dependent as the United States, so responding in kind may not have the desired effect. But what type of response would be appropriate? For deterrence to work in the cyber realm, these questions need to be explored and answered.

Finding the Right Approach Civil liberties such as privacy, freedom of speech and presumption of innocence are major concerns of policies regulating and securing information networks. Statutory and case law in these areas are still evolving, and the constant march of technology makes it difficult to keep up. Different approaches to the issue offer distinct advantages and disadvantages for the mission.

Law enforcement approaches, especially the FBI’s programs for apprehending hackers, are the most respectful of laws and civil liberties. But they are largely reactive, focusing on finding the culprits after an attack, and they have no answer for attacks that originate in uncooperative nations. Intelligence approaches, such as the National Security Agency’s (NSA’s) information assurance programs, are perhaps the most proactive in finding vulnerabilities and attackers. However, intelligence agencies are not well-suited to protecting privacy

“If we as a Navy are to remain dominant in this Information Age or Cyber Age, or whatever moniker you choose to put on it, I think that we have to take advantage of the new opportunities that exist, such as the vast stores of collected data information and intelligence that often lie at rest, unrecoverable, unavailable and untapped.”

Admiral Gary Roughead, Chief of Naval Operations, said recently during remarks at a Center for Strategic and International Studies-sponsored event at the Washington Hilton Hotel.

October 1st, 2009 Chief of Naval Operations (CNO) Admiral Gary Roughead delivers remarks for “Information Dominance: The Navy’s Initiative to Maintain the Competitive Advantage In The Information Age” at the Center for Strategic & International Studies. U.S. Navy photo by Mass Communication Specialist 1st Class Tiffini Jones Vanderwyst.

and other civil liberties. Military approaches to cybersecurity may offer a better mix of respect for the law and proactive defense. But they are the least developed and still have the most unanswered questions. The issue is now getting highlevel attention in the Department of Defense, and the creation of a sub-unified command for cyberspace operations will further develop U.S. cyber warfare capabilities. But much work remains to be done.10 Coordinating Efforts In March 2009, Mr. Rod Beckstrom resigned as director of the Department of Homeland Security’s (DHS’s) National Cyber Security Center after only a year on the job, complaining that NSA was dominating the government’s cybersecurity programs. In an interview, Beckstrom told reporters that NSA “effectively controls DHS cyber efforts.”11 The incident vividly demonstrated the ongoing difficulties of coordinating in this relatively new policy area.

Because the majority of cyberspace is owned and operated by private entities, coordination with the private sector is essential to cybersecurity. Corporations have several disincentives to cooperation: concerns over proprietary data and intellectual property; bad publicity; privacy; and regulatory burdens and restrictions. Because part of its function is to spy on others, NSA is viewed with deep suspicion by many in the private

sector. Mr. Beckstrom, who worked in the private sector before joining the government, was concerned that excessive involvement by intelligence agencies could jeopardize DHS efforts to coordinate with private entities.

In some sense, the debate over cybersecurity mirrors the debate over reconstruction in Iraq and Afghanistan. Many observers explained the military’s ubiquity on Provincial Reconstruction Teams by pointing out that civilian agencies simply don’t have the necessary deployment capacity. In cybersecurity, NSA may seem dominant because only they have the necessary capabilities.

In 2003, the National Strategy for Securing Cyberspace tasked the Office of Management and Budget with overseeing cybersecurity initiatives across the government – except in national security and intelligence agencies. Five years later, the still-classified National Security Presidential Directive 54/Homeland Security Presidential Directive 23 expanded NSA’s role in defending government networks and investigating cyber attacks.12 Meanwhile, DHS has been leading efforts to work with the private sector, and taking on increasing responsibility for coordinating across the government. Following a review of cyberspace policy,13 the White House announced plans to appoint a National Security Council staffer to coordinate all these cybersecurity efforts and

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ensure ongoing presidential attention to the issue.

United States Cyber Command On June 23, 2009, Secretary of Defense Robert M. Gates ordered the creation of a new sub-unified command within U.S. Strategic Command (USSTRATCOM). U.S. Cyber Command (USCYBERCOM) will merge two previously separate USSTRATCOM components: the Joint Task Force – Global Network Operations and the Joint Functional Component Command – Network Warfare. The merger will bring the military’s defensive and offensive cyberspace operations together under one commander. The new command will be based at Fort Meade, Maryland, and Gates has recommended that the Director of the NSA, Lieutenant General Keith B. Alexander, U.S. Army, be promoted and dual-hatted as the commander of USCYBERCOM. The new command began initial operations in October 2009 and should be fully operational within a year. Some experts predict that it will not remain subordinate to USSTRATCOM but will eventually be made an independent unified combatant command.14 Pentagon officials have been careful to stress that the new command will focus only on military computer networks and operations, leaving defense of civilian networks to DHS. This should help

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to alleviate concerns over privacy and other civil liberties that the creation of the unified command has stoked.

The services are also looking at their organizations, and are considering how they will support the new joint command. The Navy recently merged its intelligence and information systems staffs and created a new Fleet Cyber Command (FLTCYBERCOM).15 The Air Force has backed off plans to create an Air Force Cyber Command, but is creating a new Numbered Air Force that will handle cyber warfare operations; the Twenty-Fourth Air Force will be part of Air Force Space Command.16 The Army’s Cyberspace Task Force is expected to produce its plan for organizing cyberspace operations by October 2009.17 In drafting a concept of operations for cyberspace, the Army’s Capability Development Integration Directorate (CDID) had considered combining cyberspace operations with electronic warfare, but decided to keep the two separate to maintain the specialized capabilities of Soldiers in each field. They are now considering how to integrate cyberspace effects into full-spectrum operations and which tactical capabilities to field with which units.18 Of course, roles, missions and structures will be further refined as USCYBERCOM begins its work.

The new command will provide leadership and focus to cyber warfare operations, as well as improved training and career paths for military personnel. Deputy Secretary of Defense William J. Lynn III has recently spoken of tripling the number of cybersecurity experts the military trains each year.19 USCYBERCOM should also help focus and advance ongoing efforts to develop doctrine for cyber warfare.

doctrine must be developed. As was the case with development of U.S. nuclear doctrine sixty years ago, these large questions will require an inclusive debate across the government and American society.

However, action cannot wait for the results. Attacks on U.S. cyber assets are significant and ongoing – this is an issue not for the future but for the present. The White House, the Departments of Defense and Homeland Security and the military services have all recognized the need for greater planning and improved coordination, and each is working on the issue. But recent turf wars highlight the continuing difficulty of coordinating among the various interconnected actors in cyberspace. The United States needs improved capabilities, more effective plans and vastly better coordination.

And it needs them immediately. e

Bringing all the Pieces Together Cyberspace is a new domain of human activity, not just an adjunct to existing ones. Securing it, protecting it and maintaining freedom of access to it are every bit as important as doing the same for the international waterways that carry the world’s shipping. And operating in cyberspace is different from operating in any other domain. For ten years, the U.S. national security establishment has groped and stumbled its way forward in protecting cyberspace.

With the Internet now firmly established as an integral part of American life, it is time to think broadly and comprehensively about cybersecurity strategy. The many questions surrounding cyber warfare must be answered and

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“Remarks by the President on Securing Our Nation’s Cyber Infrastructure,” May 29, 2009, http://www.whitehouse. gov/the_press_office/Remarks-bythe-President-on-Securing-Our-Nations-Cyber-Infrastructure/.

As the new century neared, computer programmers realized that programs that use a two-digit year in the date might malfunction in the year 2000. No one was sure how many computers might fail, but worst-case scenarios predicted that many would do so, wreaking havoc in many vital sectors, such as transportation and banking. See BBC News “Y2K bug fails to bite,” January 1, 2000. http://news.bbc.co.uk/2/hi/science/nature/585013.stm.

James Andrew Lewis, “Securing Cyberspace for the 44th Presidency,” Center for Strategic and International Studies, December 8, 2008, http://www.csis.org/publication/securing-cyberspace-44th-presidency.

See, for example, the list compiled by James Andrew Lewis, “Significant Cyber Events Since 2006,” Center for Strategic and International Studies, June 12, 2009, http://www.csis.org/publication/23-cyber-events-2006.

Choe Sang-Hun and John Markoff, “Cyber Attacks Jam Government and Commercial Web Sites in U.S. and South Korea,” New York Times, July 9, 2009, http://www.nytimes.com/2009/07/10/technology/10cyber.html.

See, for example, Roger Cliff, Mark Burles, Michael S. Chase, Derek Eaton and Kevin L. Pollpeter, Entering the Dragon’s Lair: Chinese Antiaccess Strategies and Their Implications for the United States, Project Air Force (Santa Monica: RAND, 2007), http://www.rand.org/pubs/monographs/2007/RAND_MG524.pdf.

Chinese hacking has been widely reported, even if the precise perpetrators and their motives remain murky. See, for example, Dawn S. Onley and Patience Wait, “Red Storm Rising,” Government Computer News, August 17, 2006, http://gcn.com/Articles/2006/08/17/Red-storm-rising.aspx?p=1; and John Markoff, “Vast Spy System Loots Computers in 103 Countries,” New York Times, March 28, 2009, http://www.nytimes.com/2009/03/29/ technology/29spy.html.

Michele Flournoy and Shawn Brimley, “The Contested Commons,” U.S. Naval Institute Proceedings, July 2009, http://www.usni.org/magazines/ proceedings/story.asp?STORY_ID=1950. See also, James Blaker, “Defense Alternatives: Policing the New Global Commons,” American Security Project Perspectives, December 17, 2008. http://www.americansecurityproject.org/files/BlakerPolicingGlobalCommons.pdf.

Richard Mereand is a National Security Analyst with AUSA’s Institute of Land Warfare, Association of the United States Army. For further information go to www.ausa.org.

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A white paper posted online (http://www.whitewolfsecurity.com/publications/offensive_ops.php) by the information security training company White Wolf Security provides some of the details of cyber war operations, explained so that a non-expert can readily understand them. The paper advocates a particularly aggressive set of policy solutions and seems to have little appreciation for long-accepted legal standards, and so should be read with caution. But it is valuable because most open sources are far more circumspect.

Shaun Waterman, “U.S. Takes Aim at Cyberwarfare,” The Washington Times, July 2, 2009, p. B1.

Shaun Waterman, “Cybersecurity Chief Resigns in Protest,” The Washington Times, March 12, 2009, p. B2.

Ellen Nakashima, “Bush Order Expands Network Monitoring,” The Washington Post, January 26, 2008, p. A3.

The White House, Cyberspace Policy Review: Assuring a Trusted and Resilient Information and Communications Infrastructure, May 29, 2009, http://www.whitehouse.gov/assets/documents/Cyberspace_Policy_Review_f inal.pdf.

Julian E. Barnes, “Military Unit Created For Cyberspace Operations,” Los Angeles Times, June 24, 2009, p. 16. For a discussion of the criteria for creating a unified command, and of the different levels of joint commands, see Joint Chiefs of Staff, Joint Publication 1, Doctrine for the Armed Forces of the United States, May 14, 2007, Change 1 – 20 March 2009, http://www.dtic.mil/doctrine/jel/new_pubs/jp1.pdf.

Christopher Cavas, “U.S. Navy Reorganizes Staff to Focus on Cyber,” Defense News, July 2, 2009, http://www.defensenews.com/story.php?i=4169768.

See “Air Force Cyber Command, FAQs,” http://www.afcyber.af.mil/library/factsheets/factsheet.asp?id=10688.

Joe Gould, “Army Task Force Analyzing Mission as it Builds New Cyber Squad,” Inside the Army, July 27, 2009, p. 1.

Joe Gould, “New Army CONOPS to Merge Cyberspace into full-spectrum operations,” Inside the Army, June 22, 2009, p. 2.

William J. Lynn III, “Protecting the Domain: Cybersecurity as a Defense Priority,” Speech given at a CSIS Statesmen’s Forum event, June 15, 2009, http://csis.org/event/statesmens-forum-deputy-secretary-defense-william-jlynn-iii.

William A. Owens, Kenneth W. Dam and Herbert S. Lin, eds. Technology, Policy, Law, and Ethics Regarding U.S. Acquisition and Use of Cyberattack Capabilities (Washington, D.C.: National Academies Press, 2009), p. 129, http://www.nap.edu/catalog.php?record_id=12651.

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Naval Special Warfare Warriors T

oday’s Naval Special Warfare operators can trace their origins to the Scouts and Raiders, Naval Combat Demolition Units, Office of Strategic Services Operational Swimmers, Underwater Demolition Teams, and Motor Torpedo Boat Squadrons of World War II. While none of those early organizations have survived to present, their pioneering efforts in unconventional warfare are mirrored in the missions and professionalism of the present Naval Special Warfare warriors.

To meet the need for a beach reconnaissance force, selected Army and Navy personnel assembled at Amphibious Training Base, Little Creek, on August 15, 1942 to begin Amphibious Scouts and Raiders (Joint) training. The Scouts and Raiders mission was to identify and reconnoiter the objective beach, maintain a position on the designated beach prior to a landing and guide the assault waves to the landing beach.

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The first group included Phil H. Bucklew, the “Father of Naval Special Warfare,” after whom the Naval Special Warfare Center building is named. Commissioned in October 1942, this group saw combat in November 1942 during OPERATION TORCH, the first allied landings in Europe, on the North African coast.

Scouts and Raiders also supported landings in Sicily, Salerno, Anzio, Normandy, and southern France.

A second group of Scouts and Raiders, code-named Special Service Unit #1, was established on July 7, 1943, as a joint and combined operations force. The first mission, in September 1943, was at Finschafen on New Guinea. Later ops were at Gasmata, Arawe, Cape Gloucester, and the East and South coast of New Britain, all without any loss of personnel.

Conflicts arose over operational matters, and all non-Navy personnel were reassigned. The unit, renamed 7th Amphibious Scouts, received a new mission, to go ashore with the assault

Patrol Torpedo Boat (PT) 658 transit past U.S. Navy ships at the Portland Rose Festival. PT 658 was saved by volunteers and veterans from the Oregon area. The group successfully restored the 50-ton World War II Motor Boat to full operational condition including the full armament and three original Packard V-12 engines. U.S. Navy photo by Mass Communication Specialist 1st Class Ralph Radford.

boats, buoy channels, erect markers for the incoming craft, handle casualties, take offshore soundings, blow up beach obstacles and maintain voice communications linking the troops ashore, incoming boats and nearby ships. The 7th Amphibious Scouts participated in more than 40 landings.

The third Scout and Raiders organization operated in China.

They were deployed to fight with the Sino-American Cooperation Organization, (SACO). To help bolster the work of SACO, Admiral Ernest J. King ordered that 120 officers and 900 men be trained for “Amphibious Roger” at the Scout and Ranger school at Fort Pierce, Florida. They formed the core of what was envisioned as a “guerrilla amphibious organization of Americans and Chinese operating from coastal waters, lakes and rivers employing small steamers and sampans.” While most Amphibious Roger forces remained at Camp Knox in Calcutta, three of the groups saw active service. They

conducted a survey of the Upper Yangtze River in the spring of 1945 and, disguised as coolies, conducted a detailed threemonth survey of the Chinese coast from Shanghai to Kitchioh Wan, near Hong Kong.

In September of 1942, 17 Navy salvage personnel arrived at ATB Little Creek, Virginia for a one-week concentrated course on demolitions, explosive cable cutting and commando raiding techniques. On November 10, 1942, this first combat demolition unit succeeded in cutting a cable and net barrier across the Wadi Sebou River during OPERATION TORCH in North Africa.

Plans for a massive cross-channel invasion of Europe had begun and intelligence indicated that the Germans were placing extensive underwater obstacles on the beaches at Normandy.

On May 7, 1943, Lieutenant Commander Draper L. Kauffman,

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“The Father of Naval Combat Demolition,” was directed to set up a school and train people to eliminate obstacles on an enemy-held beach prior to an invasion.

On June 6, 1943, Lieutenant Commander Kaufmann established Naval Combat Demolition Unit (NCDU) training at Fort Pierce. By April 1944, a total of 34 NCDUs were deployed to England in preparation for OPERATION OVERLORD, the amphibious landing at Normandy.

On June 6, 1944, in the face of great adversity, the NCDUs at Omaha Beach managed to blow eight complete gaps and two partial gaps in the German defenses. The NCDUs suffered 31 killed and 60 wounded, a casualty rate of 52 percent.

Meanwhile, the NCDUs at Utah Beach met less intense enemy fire. They cleared 700 yards of beach in two hours, another 900 yards by the afternoon. Casualties at Utah Beach were significantly lighter with 6 killed and 11 wounded.

In August 1944, NCDUs from Utah Beach participated in the landings in southern France, the last amphibious operation in the European Theater of Operations.

Some of the earliest World War II predecessors of the SEALs were the Operational Swimmers of the Office of Strategic Services (OSS). Many current SEAL missions were first assigned to them.

British Combined Operations veteran Lieutenant Commander Wooley, of the Royal Navy, was placed in charge of the OSS Maritime Unit in June 1943.

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Their training started in November 1943 at Camp Pendleton.

Within the U.S. military, they pioneered flexible swim fins and facemasks, closed-circuit diving equipment, the use of swimmer submersibles, and combat swimming and limpet mine attacks.

In May 1944, General Donovan, the head of the OSS, divided the unit into groups. He loaned Group 1 to Admiral Nimitz, as a way to introduce the OSS into the Pacific Theater. They became part of UDT-10 in July 1944. Five OSS men participated in the very first UDT submarine operation with the USS Burrfish in the Caroline Islands in August 1944.

Admiral Chester Nimitz’s “Granite Plan” for central Pacific operations required an efficient amphibious force. During early November 1943, Seabees engaged in experimental underwater blasting work were assembled at Waipio Amphibious Operating Base on Oahu to begin training in underwater demolition.

On November 23, 1943, the U.S. Marine landing on Tarawa Atoll emphasized the need for hydrographic reconnaissance and underwater demolition of obstacles prior to any amphibious landing.

After Tarawa, 30 officers and 150 enlisted men were moved to Waimanalo Amphibious Training Base to form the nucleus of a demolition training program. This group became Underwater Demolition Teams (UDT) ONE and TWO. The UDTs saw their first combat on January 31, 1944, during OPERATION FLINTLOCK in the Marshall Islands.

Navy S s are e6tracted from the waters of the Chesapeake Bay into a sling boat being pulled by a rigid hull inflatable boat (R IB) during a capabilities demonstration at Naval mphibious Base ittle Creek. The Naval Special Warfare community displayed its capabilities as part of the 0th U T-S ast Coast Reunion celebration. vents were planned to honor U T S history heritage and families. U.S. Navy photo by Mass Communication Specialist 2nd Class Matt aniels.

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Basic Under0ater Demolition Sea, ir and and (S ) students ta%e part in 2 og P .3 eammates 0or% through their second hour of log physical training at the Naval Special arfare Center in Coronado. Navy S s are named after the environment in 0hich they operate, the Sea, ir, and and, and are the foundation of Naval Special arfare combat forces. U.S. Navy photo by Robert Benson.

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FLINTLOCK became the real catalyst for the UDT training program in the Pacific Theater. In February 1944, the Naval Combat Demolition Training and Experimental Base was established at Kihei, Maui, next to the Amphibious Base at Kamaole.

Eventually, 34 UDT teams were established. Wearing swim suits, fins, and facemasks on combat operations, these “Naked Warriors” saw action across the Pacific in every major amphibious landing.

The Korean War began on June 25, 1950, when the North Korean army invaded South Korea. Beginning with a detachment of 11 personnel from UDT 3, UDT participation expanded to three teams with a combined strength of 300 men.

As part of the Special Operations Group, (SOG), UDTs successfully conducted demolition raids on railroad tunnels and bridges along the Korean coast.

Responding to President Kennedy’s desire for the Services to develop an Unconventional Warfare (UW) capability, the U.S. Navy established SEAL Teams ONE and TWO in January of 1962. Formed entirely with personnel from Underwater Demolition Teams, the SEALs mission was to conduct counter guerilla warfare and clandestine operations in maritime and riverine environments.

SEAL involvement in Vietnam began immediately and was

advisory in nature. SEAL advisors instructed the Vietnamese in clandestine maritime operations.

In February 1966, a small SEAL Team ONE detachment arrived in Vietnam to conduct direct-action missions. Operating out of Nha Be, in the Rung Sat Special Zone, this detachment signaled the beginning of a SEAL presence that would eventually include 8 SEAL platoons in country on a continuing basis. Additionally, SEALs served as advisors for Provincial Reconnaissance Units and the Lien Doc Nguoi Nhia, or LDNN, the Vietnamese SEALs. The last SEAL platoon departed Vietnam on December 7, 1971. The last SEAL advisor left Vietnam in March 1973.

The UDTs again saw combat in Vietnam while supporting the Amphibious Ready Groups. When attached to the riverine groups the UDTs conducted operations with river patrol boats and, in many cases, patrolled into the hinterland as well as along the riverbanks and beaches in order to destroy obstacles and bunkers. Additionally, UDT personnel acted as advisors.

On May 1, 1983, all UDTs were re-designated as SEAL Teams or Swimmer Delivery Vehicle Teams (SDVT). SDVTs have since been re-designated SEAL Delivery Vehicle Teams.

Special Boat Units can also trace their history back to WWII. The Patrol Coastal and Patrol Boat Torpedo are the ancestors of today’s PC and MKV. Motor Torpedo Boat Squadron THREE rescued General MacArthur (and later the Filipino President)

from the Philippines after the Japanese invasion and then participated in guerrilla actions until American resistance ended with the fall of Corregidor. PT Boats subsequently participated in most of the campaigns in the Southwest Pacific by conducting and supporting joint/combined reconnaissance, blockade, sabotage, and raiding missions as well as attacking Japanese shore facilities, shipping, and combatants.

The development of a robust riverine warfare capability during the Vietnam War produced the forerunner of the modern Special Warfare Combatant-craft Crewman. Mobile Support Teams provided combat craft support for SEAL operations, as did Patrol Boat, Riverine (PBR) and Swift Boat sailors. In February 1964, Boat Support Unit ONE was established under Naval Operations Support Group, Pacific to operate the newly reinstated Patrol Torpedo Fast (PTF) program and to operate high-speed craft in support of NSW forces. In late 1964 the first PTFs arrived in Danang, Vietnam. In 1965, Boat Support Squadron ONE began training Patrol Craft Fast crews for Vietnamese coastal patrol and interdiction operations.

SEAL Delivery Vehicle Teams historical roots began during WWII, however with Italian and British combat swimmers and wet submersibles. Naval Special Warfare entered the submersible field in the 1960’s when the Coastal Systems Center developed the Mark 7, a free-flooding SDV of the type used today, and the first SDV to be used in the fleet. The Mark 8 and 9 followed in the late 1970’s. Today’s Mark 8 Mod 1 and the soon to be accepted for fleet use Advanced SEAL Delivery System (ASDS), a dry submersible, provide NSW with an unprecedented capability that combines the attributes of clandestine underwater mobility and the combat swimmer.

In response to the attacks on America September 11, 2001, Naval Special Warfare forces put operators on the ground in Afghanistan

Seabees assigned to Naval Mobile Construction Battalion (NMCB) 3, home ported in Port Hueneme, California salute the national ensign during a September 11th memorial service at Naval Station Rota. Military members, naval station Fire Department and civilians at Rota attended the service held during a flag retirement ceremony hosted by the fiscal year 2010 chief petty officer selectees. U.S. Navy photo by Mass Communication Specialist 1st Class Paul Cage.

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in October. The first military flag officer to set foot in Afghanistan was a Navy SEAL in charge of all special operations for Central Command. Additionally, a Navy SEAL captain commanded Combined Joint Special Operations Task Force (CJSOTF) South.

Commonly referred to as Task Force K-BAR, the task force included U.S. Navy, Army, Air Force and Coalition SOF forces.

During OPERATION ENDURING FREEDOM, NSW forces carried out more than 75 special reconnaissance and direct action missions, destroying more than 500,000 pounds of explosives and weapons; positively identifying enemy personnel and conducting Leadership Interdiction Operations in the search for terrorists trying to escape by sea-going vessels.

Naval Special Warfare has played a significant role in OPERATION IRAQI FREEDOM, employing the largest number of SEALs and SWCC in its history. NSW forces were instrumental in numerous special reconnaissance and direct action missions including the securing of the southern oil infrastructures of the Al Faw peninsula and the off-shore gas and oil terminals; the clearing of the Khawr Abd Allah and Khawr Az Zubayr waterways that enabled humanitarian aid to be delivered to the vital port city of Umm Qasr; reconnaissance of the Shat Al Arab waterway; capture of high value targets, raids on suspected chemical, biological and radiological sites; and the first POW rescue since WWII. Additionally, NSW is also fighting the war on terrorism in other global hot spots including the Philippines and the Horn of Africa.

NSW is committed to combating the global terrorist threats. In addition to being experts in special reconnaissance and direct action missions, the skill sets needed to combat terrorism; NSW is postured to fight a dispersed enemy on their turf. NSW forces can operate from forward-deployed Navy ships, submarines and aviation mobility platforms as well as overseas bases and its own overseas units.e

Longest Serving Navy SEAL Bids Farewell after 39 Years

By Mass Communication Specialist 3rd Class JACOB DILLON, Naval Special Warfare Group 2 Public Affairs Retired Rear Admiral Dick Lyon, the first Bull Frog, left, passes the Bull Frog trophy to Captain Pete Wikul, the 13th Bull Frog, during the Passing of the Bull Frog ceremony. Wikul is retiring as the last remaining Underwater Demolition Team/SEAL. The title Bull Frog recognizes the UDT/SEAL operator with the greatest amount of cumulative service. Wikul is retiring after 39 years and 4 months of Navy service. U.S. Navy photo by Mass Communication Specialist 2nd Class Joshua T. Rodriguez.

he longest serving Navy SEAL was piped ashore for the last time during a retirement ceremony on September 25th at Naval Special Warfare Group 4 on board Naval Amphibious Base, Little Creek.

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former Navy SEAL has benefited from Wikul’s longevity and solid leadership. He also pointed out that the people in attendance showed the most powerful tribute that can be paid to Wikul’s life, service rendered, and accomplishments.

Navy SEAL Captain Pete Wikul passed the title of “Bull Frog” to Admiral Eric T. Olson, Commander of U.S. Special Operations Command. The “Bull Frog” title recognizes the UDT/SEAL operator with the greatest amount of cumulative service following completion of Underwater Demolition Team Replacement Accession (UDTRA) or Basic Underwater Demolition/SEAL (BUD/S) training, regardless of rank.

“I joined for adventure, but my reasons to ‘stay in’ always changed,” said Wikul. “The first reason was to be a platoon commander and then it was task unit commander, and then commanding officer. I then woke up one day and said ‘it’s not about me,’ it’s about service to the nation and doing anything the nation asks of me.”

The UDT/SEAL Association, owner of the trophy and sponsor of the title states “…eligible candidates must currently be an active duty, and maintain continuous service within the Naval Special Warfare community.”

Captain Pete Wikul was born in 1952 in Manhattan, New York and enlisted in the Navy in May of 1970. He graduated UDBT Class 7102 (52EC).

Eric T. Olson is a native of Tacoma, Washington. He graduated from the U.S. Naval Academy in 1973 and qualified as a Naval Special Warfare Officer in 1974. He graduated in BUD/S Class 76. Now as a four-star admiral, he is the highest ranking Navy SEAL to hold the title of Bull Frog.

During his remarks, Admiral Olson said every current and

Wikul said he will miss having troops under his command and mentoring them, and giving them everything they need to defeat the nation’s foes. But Wikul is confident in his replacement as Bull Frog.

“Admiral Olson is the best four star in the country, the best four star in the world; he is the best four star one could ever hope to work for. The man is humble; he’s courageous, and I would follow him anywhere. For me to give him the Bull Frog trophy is one of the highlights of my career,” said Wikul.

It is uncertain, who will hold the title of Bull Frog in the future.

One thing is for sure among those who wear the SEAL Trident warfare pin; the title is one of the most respected in the Navy. It is a title that can only be earned by living the SEAL Creed and earning the Trident every day. e NAVY 2009-10

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Premier CounterTerrorist Training

By CURT HARIG, COO, H-B Consulting LLC

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The Urban area simulates a typical Middle Eastern setting with tight streets and tall Buildings.

Photo courtesy of H-B Consulting LLC.

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he vision was to establish a regional counter-terrorist training center that would become the premier counterterrorist training facility in the region. A place where friendly forces could share tactics, techniques, and procedures and lessons learned from military and paramilitary forces fighting the war on terror around the world. King Abdullah II of the Hashemite Kingdom of Jordan developed this vision while serving as the Commander of the Jordanian Special Operations Command.

His Majestyâ&#x20AC;&#x2122;s vision, later to be known as the King Abdullah II Special Operations Training Center (or KASOTC), was developed from a conceptual plan by the King Abdullah II Design and Development Bureau (KADDB), with the assistance

of Advanced Interactive Systems (AIS). The KASOTC is planned to encompass facilities at three separate locations that provide a wide range of training capability: Yajouz for close quarters battle and specialist CT related training; Aqaba for Maritime CT Training; and Zarqa for mounted and dismounted crew-served weapons, long-range sniper engagements, maneuver, and air operations.

The U.S. allocated funds to construct and outfit the KASOTC in 2005, and subsequently appointed the U.S. Army Corps of Engineers (USACE) Trans Atlantic Center (TAC) responsibility for the Foreign Military Sales (FMS) project. Working in conjunction with TAC, the U.S. Army Program Executive Office for Simulation, Training and Instrumentation (PEO STRI)

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The SOUK area simulates a typical Middle Eastern setting with narrow streets and buildings with many non-connecting rooms to maximize CQB skills. Photo courtesy of H-B Consulting LLC.

The 300m Range incorporates a variety of different target sets to maximize marksmanship training. Photo courtesy of H-B Consulting LLC.

provided target systems, battlefield effects systems, and range instrumentation. The entire design to contract award was accomplished in only nine months. Working alongside the architects and engineers from Stanley Consultants, Inc. were former-SOF personnel that later founded H-B Consulting LLC to provide special purpose range design for special operations and counter-terrorist forces.

The KASOTC is a state-of-the-art training facility that incorporates multiple training facilities all in the same location.

There are three shooting ranges (25m, 100m, and 300m), a grenade range, an obstacle course, an 8-storey Commando Tower, a Driver Training Course, a 5-storey Close Quarters Battle (CQB) live-fire shoot house, an explosives means of entry training area, an Airbus A-300 aircraft used for simunitions training, and a Military Operations on Urban Terrain (MOUT)

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village consisting of 54 buildings.

The 300m range features Stationary Infantry Targets (SIT), Moving Infantry Targets (MIT), Precision Targets, Location of Miss and Hit (LOMAH) technology, and ability to control operations from either the range control tower or from the individual shooting positions. SITs are positioned at the 50m, 100m, 150m, 200m, 250m, and 300m. The MITs are dispersed across the range at varying distances and run the length of the 300m target line. The Precision Targets are located along the 300m line and provide an Olympic shooting capability. The 100m range provides SITs at the 10m, 25m, 50m and 100m distances. These targets are controlled from the range control tower. The 25m range is a basic pistol, shotgun, or transition fire range utilizing standard paper targets and manual scoring.

The Commando Tower located adjacent to the 100m and 300m ranges, and the Driver Training Course packs a lot of potential into one apparatus. A climbing wall with basic and advanced climbs, a rappelling wall with window openings, a simulated helicopter platform for free descents and fast rope insertion training cover the exterior. The tower is used for sniper training, with targets in the 100m and 300m ranges, with a maximum distance of 570m. It also incorporates a spiral staircase, a regular open staircase, and a fire-escape ladder for additional training capability.

The MOUT area is unique in that it combines the capability to conduct either internal and external live fire or simunitions training. Buildings in this area were designed specifically to simulate urban and village settings typical to those found in the Middle East. The area is divided into five zones where training can be conducted concurrently, easily accommodating an Infantry Company size element. All buildings within the MOUT area are fully-instrumented and ready to accommodate targets, cameras, and battlefield effects systems. A number of buildings are designed to conduct live-fire training either internally or externally. The ability to conduct external live-fire training in an urban environment is one of the key features KASOTC has to offer. Buildings range in size from a single room in a village or rural setting to apartment complexes, office buildings and a 6-

storey ‘high-rise’ that simulate a built-up, high commercial area.

Throughout the construction and instrumentation phases, H-B Consulting worked closely with PEO STRI, General Dynamics Information Technology (GDIT), TAC, and KADDB to ensure facility construction was according to specifications that met instrumentation requirements. Since the Grand Opening on May 19, 2009, H-B Consulting has worked with ViaGlobal Group, LLC that holds the contract to provide key personnel and instructors. In that capacity, H-B Consulting provides manning for the Projects, Analysis, and Integration Office, responsible for managing all aspects of warranty-related issues, current construction, and site planning to support facility expansion for the General Director. e

NOTE: OUT OF PROFESSIONAL COURTESY, THE AGENCIES MENTIONED ABOVE WERE CONSULTED IN THE DEVELOPMENT OF THIS ARTICLE. ALL REFERENCE TO THE ABOVE AGENCIES CAN BE FOUND IN PUBLIC DOMAINS AND IS NOT CONSIDERED CONFIDENTIAL OR PROPRIETARY.

DAMAGE REPAIR SIMULATOR The VNE damage repair simulator is built to replicate the inner design of a ship. It simulates the damages typical to a battle ship when running aground or being hit by granates, torpedoes or bullets.

23 different training objects are training personnel in handling these damages as close as possible to reality.

20-24 students can practice at the same time and the training is run from a controlroom overlooking the practise.

Representing the motion of the sea, the simulator rolls whilst cold water Õoods in from numerous Édamage pointsÊ.

Smoke and realistic sounds make the training complete.

Scope of delivery: Design and manufacturing of the Damage repair simulator Hull section 23 various training objects Drainage system Hydraulic system for movement Water supply, high and low pressure Complete control system Light, heating and electrical cabling Ventilation plant Documentation and instruction manuals Testing and commissioning Spare parts Training of crew and instructors.

Encouraging quick thinking and fast response, high level of communication and teamwork, training in simulators provides a unique practical learning experience for the people involved.

The Drawing above shows the simulator VNE delivered to the Royal Norwegian Navy.

TECHNICAL DATA

Size: 8 x5 x6 meters Turn: 15 Degrees to each side Interval > 5 seconds Number of training objects: 23

www.vne.no VESTNORSK ENGINEERING AS

Telephone: +47 56 30 32 80 Telefax: +47 56 30 32 81

Adress:P.O.box 349, 5203 Os, NORWAY E-mail: office@vne.no

Do You Have What it Takes?

How to Go Navy Special Warfare Operations

By STEW SMITH

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o you think you have what is takes to become a member of Naval Special Warfare Special Operations? If you think you can handle some of the toughest military training in the world, there are some changes you should know.

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Navy Special Warfare: SEAL (Sea Air Land) – elite commandos who are the Special Forces of the Navy.

SWCC (Special Warfare Combatant Crewman) – work in support of SEAL missions as well as others that require special boat tactics and operations.

The two communities are now what are called, “closed loop” communities, meaning the enlisted personnel no longer have to select source ratings (i.e. job specialties like Boatswain’s Mate (BM), Radioman (RM), Gunner’s Mate (GM)) and learn a job that they will not practice as SEAL, Explosive Ordnance Disposal (EOD) or Divers. Now, the Special Warfare Special Operations communities have their own rating source codes. To be a member of Naval Special Warfare Operations community you have four choices:

Naval Special Operations: EOD (Navy Diving and Explosives Ordnance Disposal) – dismantle unexploded ordnance to include underwater mines, land mines, and IEDs (Improvised Explosive Devices).

Navy Diver – Deep Sea Diving and Salvage Operations and Training. These skilled divers are specialists in recovering and/or repairing ships and equipment.

Below are the steps required to becoming a member of the Navy Special Warfare Operations communities:

Special Warfare Combatant-Craft Crewmen (SWCC) from Special Boat Team 22 operates a Special Operations Craft-Riverine (SOC-R) during the filming of a scene in a upcoming major motion picture. U.S. Navy photo by Chief Mass Communication Specialist Kathryn Whittenberger.

Step 1: Choose a Special Operations/Special Warfare Source Rating Go to a recruiter’s office. You will have to sign up for a regular Navy Source Rating to join the Delayed Entry Program. However, once you pass the standards of the Navy SEAL/EOD/Diver Physical Screening Test (PST), you will be given a new designation.

The new ratings are the following: SEAL: (SO) SWCC: (SB) EOD: (EOD) Diver: (ND) Ask your local recruiter about the Navy Special Warfare/Special Operations Mentor in your area. These former SEAL, EOD, Divers are mentor’s for recruits and their duties are to help recruits prepare for training by giving regularly scheduled PSTs.

Step 2: Boot Camp Training All recruits will report to Great Lakes, Michigan to attend basic military training.

During Boot Camp, you will be required to take and pass the SpecialWarfare Operations PST again. If you pass at Boot Camp you are officially in the pre-training community – meaning you will get orders to either the Navy SEAL/SWCC, EOD, or Diving Schools.

Step 3: Pre-Training Your job is to learn about the Special Warfare Communities as well as start an extensive physical training program for 6-8 weeks. The pre-training program is to help candidates get into better shape as Boot Camp does not properly prepare a SEAL, EOD tech or Diver for their advanced training programs.

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The pre-training instructors are not interested in weeding anyone out at this point. The goal of this training is to teach candidates that they will not survive the next phase of training if they strive for the minimum standards in the PST.

that teaches the basics of SEAL missions. Candidates will learn patrolling, marksmanship, land/sea navigation, SCUBA, underwater navigation/explosives, and a variety of other combat related skills to excel in todayâ&#x20AC;&#x2122;s war climate.

Below are the minimum and recommended standards for the PST and success in these programs.

SWCC Candidates attend the Naval Special Warfare Combatant Crewman course in Coronado, California for 22 weeks. There candidates learn a variety of skills related to small boat tactics, marksmanship, communications, and still have to endure a rigorous fitness program daily.

PST Event 500 yard swim Push-ups Sit-ups Pull-ups 1.5 mile run in boots

Minimum 12:30 minutes 42 50 6

Recommended 8-9 minutes 80-100 80-100 15-20

11:30 minutes

9-10 minutes

You still have to show up to boot camp in above average shape and it is recommended being able to hit all of the above recommended scores prior to boot camp to ensure a proper physical foundation.

EOD Candidates start their physically and mentally challenging 51 weeks of training and will learn Navy diving, parachuting, marksmanship, warfare tactics, explosive ordnance disposal of a variety of bombs, mines, torpedoes, and improvised explosive devices.

Step 4: Navy SEAL, SWCC, EOD, and Diver Training

Navy Diver Candidates learn the basics and become the most advanced divers in the world. To become that skilled, divers will learn to perform ship salvage, battle-damage repair, deep-ocean recovery, combat salvage, emergent underwater ship repair, as well as remotely operated diving vehicles.

SEAL Candidates attend Basic Underwater Demolition/SEAL Training (BUD/S), a grueling six month long training program

The types of people who perform well at Special Warfare and Special Operations training programs have several common traits.

Pre-Basic Underwater Demolition/SEAL (BUDS) training students run 440-yard intervals with a three minute rest between laps as part of their physical training at Navy Special Warfare Center Detachment.

U.S. Navy photo by Matt Mogle.

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Tyrell Jones, left, from Memphis, Tennessee, races to the top of a rope ladder at the Navy SEAL Accelerator. Recruiters from Recruiting District Nashville manned the demonstration at the 20th annual Southern Heritage Classic. Participants at the SEAL Accelerator test themselves against Navy SEALs standards for push-ups, sit-ups, pull-ups and climbing a rope ladder. U.S. Navy photo by Mass Communication Specialist 1st Class Christopher D. Blachly.

Ask any of these special operators “did you think about quitting?”

And you will usually get the same answer. “NO!” Due to proper physical preparation, your body has a better foundation to remain fit throughout months of grueling training. Here is a list of those common denominators: Knowing How to Play with Pain Many graduates of these Special Operations programs were former athletes and know the difference between injury and pain. Sports, martial arts, tough workouts, and life in general can help you know what the difference is. Graduates know how to “tape it up and play with pain” if required. This is where they say that Special Operations Training is 90 percent mental. It is not academically mental – but it mentally challenging because you have to deal with pain and discomfort on a daily basis.

Master of the Physical Fitness Test Exercises Performing in the recommended category places you in an 8085 percent greater chance to graduate versus striving for the minimum standards. Here are some tips for each of the events: Swimming Tests A 500 yard swim is a tough event if you are not an efficient swimmer and may require some special training from someone who knows how to swim well. Another way to learn is to watch videos or watch someone skilled in the sidestroke or combat swimmer stroke to understand the techniques. Learn the pace and train to maintain it with 10 sets of 50 yard swims.

Push-ups Just Do Them – OFTEN! Here are some tips for the exercise that has been around for thousands of years.

Team Player Understanding what it means to be a team player is critical. Once again sports tend to be the best source for this type of skill learned to assist with being a Special Operations Team member.

• Proper hand placement – keep hands just greater than shoulder width apart and placed lower than your shoulders as if you were doing a bench press. This will place an equal amount of force on the chest, shoulders and triceps.

Live to Compete – Not Just Survive Go to your training program seeking to win every physical, tactical, or academic event there is. Be the best runner, swimmer, PTer, rope climber, shooter, land navigator, etc. No one is going to win them all, but if you can consistently be in the top 5-10 percent of the class, you will NEVER think about quitting. Many people who quit training in the Special Operations programs go to training and just try to survive it.

• Up/down movement – push-ups in this test is a 2 minute sprint. Building your endurance to do non-stop push-ups for two minutes. To score your best, you should focus on doing pushups as fast as you can, however exert on the UP motion and relax your arms when coming DOWN. Let gravity take you down.

Sit-ups This exercise requires some stomach and lower back strength as NAVY 2009-10

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Students in Basic Underwater Demolition/SEAL (BUD/S) class 279 participate in a surf passage exercise during the first phase of training at Naval Amphibious Base Coronado. Surf passage is one of many physically strenuous exercises that BUD/S class 279 will take part in during the seven weeks of first phase. U.S. Navy photo by Lieutenant Frederick Martin.

well as hip flexor strength and flexibility.

• This is a pacing exercise as with running. If your goal is 80100 sit-ups in 2 minutes, you have to build up to withstand a pace of up to 20-25 sit-ups per 30 seconds.

• Touch elbows to knees/shoulders to floor. This is a full repetition for the sit-up and the best way to master this is to exert on the UP movement and relax on DOWN and let gravity take you to the floor. Just as with the push-up test.

Pull-ups The Proper Pull-up (regular grip). Grab the pull-up bar with your hands placed about shoulder width apart and your palms facing away from you. Pull yourself upward until your chin is over the bar and complete the exercise by slowly moving to the hanging position.

Up/Down Movement. Pull-ups in this test is a sprint. Building your endurance to do non-stop pull-ups is tough and requires many workouts of practice. Also helps not to be overweight. To 102 NAVY 2009-10

score your best, you should focus on doing pull-ups as fast as you can, however exert on the UP motion and relax your arms when coming DOWN. Let gravity take you down.

• Running – 1.5 Mile Run Pace, breathing, arm swing, stride. Know how to run at a steady pace for your goal by practicing often. Learn to regulate your breathing by timing inhales for 2-3 steps and exhales for 2-3 steps in a regular breathing rhythm to keep heart rate lower and running potential faster in the last quarter mile.

• Arm swing and stride. Arms should be slightly bent but relaxed and swing in a straight line not crossing your body. Stride and foot strike should be efficient enough so you are not running on your toes or too wide where you land on your heels. Foot strike should be closer to the balls of the feet but not flat footed.e Stew Smith, former Navy SEAL and fitness writer is certified by the National Strength and Conditioning Association as a Certified Strength and Conditioning Specialist (CSCS).

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Annual umanitarian aval Deplo(ment Civic Assistance Offered to Seven Nations with the Continuing Promise 200 Program

,Continuing Promise re$resents our ommitment to $artnering )it a region t at is of great im$ortan e+- ear mira ose$ Kernan N S t eet Comman er

USNS Comfort wrapped up operations in Nicaragua uly 14, 2009, completing the seventh and final mission of the Continuing Promise deployment. The ship returned to Norfolk on uly 31, 2009.

T

Continuing Promise 200 is an annual humanitarian civic assistance operation supported by U.S. and international military medical personnel, U.S. government agencies, regional health ministries, non-governmental organizations (NGOs) and U.S. academic institutions. U.S. Naval Forces Southern Command and U.S. 4th Fleet (NAVSO 4th Fleet) were the main planning and coordination commands for the Continuing Promise mission.

he hospital ship USNS Comfort brought medical, dental and civic action programs to seven Caribbean, Central and South American nations during this four-month humanitarian and civic assistance deployment. Continuing Promise offered training for U.S. military personnel and partner nation forces while providing valuable services to communities in need. The humanitarian-focused mission provided medical treatment to more than 100,000 patients.

The USNS Comfort departed Norfolk, Virginia, April 1, 2009 beginning a four-month deployment to Antigua, Colombia, Dominican Republic, El Salvador, Haiti, Nicaragua, and Panama.

Each visit lasted about 10-12 days.

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NAVY 2009-10

This was the fourth such mission to the region since 2007 and is Comfortâ&#x20AC;&#x2122;s second (Comfortâ&#x20AC;&#x2122;s 2007 mission).

The hospital ship is operated and navigated by a crew of about 70 civil service mariners from the U.S. Navyâ&#x20AC;&#x2122;s Military Sealift Command.

Hospital ship USNS Comfort T-AH 20 receives supplies from the supply ship USNS r T-AK .

Teams on board Comfort wrapped up a seven nation, four-month humanitarian and civic assistance mission to Latin America and the Caribbean called Co t rom . U.S. Air Force photo by Airman 1st Class Benjamin Stratton.

Juan Carlos Man:anares shows his hand with his two middle fingers fused together by s,in just before surgery on the USNS Comfort in Nicaragua, July 12, 2009. Man:anares had his right hand operated on the day prior for the same condition. The 17-year-old wants to become a surgeon. photo by Fred . Ba,er .

The medical dental veterinary crew included about 650 medical professionals from the Navy, Army, Air Force, Coast Guard and U.S. Public Health Service, non-governmental organizations (NGOs) and other international partners. Antigua & Barbuda, Brazil, Canada, Dominican Republic, El Salvador, France, Haiti, the Netherlands, Nicaragua and Panama also provided medical professionals for the mission.

In addition to the medical crew a team of about 20 Navy Seabees supported community construction and repair projects.

The primary focus of the medical teams was to provide a range of health care services ashore. On a case-by-case basis, select patients received medical or dental care on the ship.

The Continuing Promise teams partnered with local health care providers and community officials to provide free medical care to

communities with limited access to medical treatment.

These services included general surgery, ophthalmologic surgery, basic medical evaluation and treatment, preventive medicine treatment, dental screenings and treatment, optometry screenings, eyewear distribution, veterinary services, and public health training (plus additional specialties as applicable). Follow-up treatments were arranged with local medical professionals.

The civic action programs were designed to assist each participating nation in providing local communities with a wide range of construction capabilities. Navy Seabees completed 13 projects in the seven nations. Projects included building repairs and improvements, new small construction projects, utility system repairs and construction technical assistance, pier repair, drainage projects and trenching.

Comfort also delivered more than 4 million dollars of donated aid

NAVY 2009-10

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Q. How does the flu spread?

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Or by droplets: • Large droplets – fall to the ground within five to ten feet, but if coughed directly onto you, they can be inhaled and infect the nose. It is unclear whether these droplets can infect the nose by entering through the eyes.

• Small droplets (droplet nuclei 1-5 microns) – stay in the air for hours. If inhaled, they can infect the nose, trachea or lungs. Many scientists think this is the most common method of spread.

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(food and medical supplies) to selected nations. The donations were provided by more than twenty humanitarian relief organizations and were handed over to established aid distribution officials ashore.

The personnel involved in Continuing Promise received a wide array of training in how to plan and coordinate a broad spectrum of humanitarian assistance and disaster response missions. An important objective of this deployment was to capitalize on high-quality medical capabilities by taking these skills to places where they are needed and teaming up with host-nation medical and dental professionals. This opportunity was unique and will provide training opportunities and venues that are not easily simulated.

Non-Governmental Organizations (NGOs) participating: More than 270 volunteers from numerous NGOs took part, including Food for the Poor, International Aid, Latter Day Saints Ministries, Operation Smile and Project Hope, representatives from the University of California-San Diego PreDental Society, University of Miami, and various in-country groups (medical student translators).

Additional donations of personnel and support were provided by the Lions Club, Nour International Relief Aid Foundation, Rotary Club, Haitian Resource Development Foundation, Hugs Across America, The Wheelchair Foundation, Rabies Control Partnerships, Institute of the Americas, International Aid, Agua Viva, and Paul Chester Children’s Hope Foundation.

Seventy-one medical professionals from Antigua & Barbuda, Brazil, Canada, Dominican Republic, El Salvador, France, Haiti, the Netherlands, Nicaragua and Panama served on the 2009 team and developed lasting professional and personal relationships.

USNS Comfort is one of two Military Sealift Command hospital ships that can rapidly respond to a range of situations on short notice. The ship is uniquely capable of providing health services support as an element of humanitarian assistance and disaster relief, and has been configured to provide a range of services at sea and ashore. The ship provided support in New York City following the September 11, 2001 attacks and in the Gulf Coast region in the aftermath of Hurricanes Katrina and Rita in 2005.

This is the fourth humanitarian and civic assistance naval deployment to the region, following Comfort’s 2007 deployment, and USS Boxer’s (LHD 4) and USS Kearsarge’s (LHD 3) Continuing Promise 2008 deployment to the region. In total, more than 169,000 patients have been treated and more than 1,500 surgeries completed during the three previous deployments.

Seabees also completed 13 construction projects ranging from minor renovations of facilities to building new schools. e

Navy Captain Kristen Zeller, ophthalmologist on board USNS Comfort with the help of Hospital Corpsman 3rd Class Michael Peterson correct an eight-month-old Salvadoran boy’s crossed eyes in the operating room of Comfort July 7, 2009. The boy and his mother drove six hours from La Union, El Salvador, to receive surgery. U.S. Air Force photo by Airman 1st Class Benjamin Stratton.

Continuing Promise 2009 Services Provided: Patients treated:................................................100,049 Surgeries conducted: ...........................................1,657 Prescriptions filled: ..........................................135,000 Dental patients: ..................................................15,003 Animals treated: .................................................13,238

NAVY 2009-10

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Sponsored Article

Beretta Wins Largest Military Handgun Contract Since WWII All Pistols to be Built by U.S. Workers in Maryland

B

eretta U.S.A. Corp. announced in 2008 its receipt of a U.S. Army contract to provide up to 450,000 Beretta Model 92FS pistols to U.S. military customers throughout the world. The total value of the contract, if all pistol quantities and associated spare parts are ordered, is $220-million.

The contract was awarded along with a first delivery order for 20,000 pistols intended for the Iraqi military. Delivery of pistols against the contract has already begun.

"We are honored to see the quality and performance of the Beretta Model 92FS pistol continue to be acknowledged in this dramatic way," commented Cav. Ugo Gussalli Beretta, President of Beretta U.S.A. "It is clear that the Beretta 9mm pistol still sets the standard for military users throughout the world."

The M9 is designed to deter, and if necessary, compel adversaries by enabling individuals and small units to engage targets with accurate, lethal, direct fire. The M9 has a 15-round staggered magazine with a reversible magazine release button that can be positioned for either right- or left-handed shooters. Photos courtesy of the U.S.Navy.

108 NAVY 2009-10

"This contract will help ensure jobs for hundreds of U.S. workers in the Beretta U.S.A. factory in Maryland for years to come," added Jeff Reh, General Counsel and Vice-General Manager for Beretta U.S.A. "Beretta U.S.A. was awarded the contract to provide the Beretta 9mm Model 92FS pistol as the standard sidearm for the U.S. Armed Forces back in 1985 and we have continued to do so on a constant basis ever since. About four years ago, Beretta U.S.A. received 13 separate contracts to provide Beretta 9mm pistols and associated spare parts to the U.S. Armed Forces. This new, larger contract will continue our efforts by supporting foreign military customers of the U.S. around the world.â&#x20AC;? e For more information on the Beretta 92FS model, visit www.beretta92.com.

Lieutenant Commander Karen Little, assigned to the Naval Inventory Control Point (NAVICP), Philadelphia, inspects the muzzle of her M16A1 rifle during an Individual Augmentee Training Course at the McCrady Training Center. U.S. Navy photo by Photographerâ&#x20AC;&#x2122;s Mate 1st Class Timm Duckworth.

Quality of Life and the Naval Supply Systems Command

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he Naval Supply Systems Command (NAVSUP) provides global logistics support to U.S. Naval Forces ensuring logistics readiness in all operational environments. This enterprise delivers information, material, services and quality of life products to the Navy-Marine Corps team and their families around the world. With headquarters in Mechanicsburg, Pittsburg, and employing a diverse, worldwide workforce of more than 25,500 military and civilian personnel, NAVSUP oversees logistics programs in the areas of supply operations, conventional ordnance, contracting, resale, fuel, transportation, and security assistance. In addition, NAVSUP is

responsible for quality of life issues for our naval forces, including food service, postal services, Navy Exchanges, and movement of household goods.

To accomplish this work, the NAVSUP enterprise is structurally aligned to efficiently support the warfighter. The command is comprised of a headquarters activity and five major organizations.

The Naval Inventory Control Point (NAVICP) provides program and supply support for the weapons systems that keep

NAVY 2009-10

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Ship’s Serviceman 3rd Class Romulo Casavilca, from Scottsdale, Arizona, monitors a transaction as Fire Controlman 3rd Class Terrence Martinez, of La Belle, Florida, uses his Navy Cash card in the ship’s store aboard the guided-missile cruiser USS Vella Gulf (CG 72). U.S. Navy photo by Mass Communication Specialist 2nd Class Jason R. Zalasky.

our naval forces mission ready, exercising centralized control of more than 350,000 different line items of repair parts, components and assemblies providing global logistics support to our Navy’s ships, aircraft and weapons systems.

NAVICP also provides logistics and supply assistance to friendly and allied nations through the Foreign Military Sales program.

Through Commander, Fleet and Industrial Supply Centers (COMFISCS), NAVSUP operates seven FISCs located in San Diego, California; Norfolk, Virginia; Jacksonville, Florida; Sigonella, Italy; Yokosuka, Japan; Pearl Harbor, Hawaii; and

110 NAVY 2009-10

Bremerton (Puget Sound), Washington. COMFISCS is also responsible for optimizing the performance of base supply functions and standardizing levels of service across 16 regions and 98 Navy installations worldwide – providing logistics, business and support services to fleet, shore and industrial commands of the Navy, Coast Guard, and other Joint and Allied forces. These supply centers deliver combat capability through logistics by teaming with regional partners and customers to provide material management, contracting, transportation and consolidated mail services, technical and customer support, defense fuel products, worldwide movement of personal property, and other logistics services.

No matter what your pleasure, the MILITARY STAR Rewards MasterCard速 can take you there.

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Representatives from the Navy Uniform Matters Office and Navy Exchange Command (NEXCOM) unveiled a prototype of the Navy’s Physical Training Uniform Running Suit at the Arlington, Virginia, Navy Uniform Center. U.S. Navy photo.

The Navy Exchange Service Command (NEXCOM) ensures Sailors and their families are supported with the products and services they need, whether afloat or ashore...products and services like ships’ stores, food service, Navy Cash, postal, household goods and Sailor communication tools afloat. Ashore, NEXCOM oversees Navy Exchanges, Navy Lodges, uniform quality and production, household goods operations, postal and food service programs. The services offered by Navy Exchange Service Command make it an important quality of life benefit to customers-active duty, family members, retirees, National Guard, and Reservists around the world, both ashore and at sea.

The Naval Operational Logistics Support Center (NOLSC), headquartered in Norfolk, Virginia, combines the functions of Naval Petroleum, Transportation, and Ammunition to provide a comprehensive operational logistics support command.

NOLSC provides a high level of collective expertise in these functional areas and is NAVSUP’s Operational and Joint face to the Fleet, Navy Component Commanders and to the Unified Commanders.

The synergies created by the integration of the three functional areas allow exploration of new opportunities and innovations providing enhanced support to naval and joint operating forces worldwide.

The Navy Supply Information Systems Activity (NAVSISA) delivers information technology/information management (IT/IM) solutions with specific emphasis on logistics and financial related products and services. This group is the Navy’s premier Central Design Agency with responsibility to design, develop and maintain information systems supporting numerous activities in the functional areas of logistics, supply chain management, transportation, finance and accounting.e 112 NAVY 2009-10

Postal Clerk 1st Class Timothy Lyon, leading petty officer of Yokosukaâ&#x20AC;&#x2122;s military postal services, looks over his Department of Labor Military Apprentice Program certificate, earned for 4,000 hours of work as a Navy postal clerk. Lyon, Sailor of the Year for U.S. Fleet and Industrial Supply Center (FISC) Yokosuka, was also selected as Sailor of the Year for Commander, Fleet and Industrial Supply Centers (COMFISCS). FISC Yokosuka oversees a region that includes Japan, Guam, Korea, Hong Kong, Singapore, Diego Garcia, and many other locations throughout the western Pacific.

U.S. Navy photo by Yohsuke Onda.

NAVY SAVINGS FROM AVIS In honor of those who serve our country, Avis is offering Navy 2009 Edition readers savings of up to 25% off leisure travel. Just mention AWD # A555084. Plus, enjoy a free single upgrade with coupon # UUGA120.

Free Single Upgrade COUPON # UUGA120

For reservations, visit avis.com or call 1-800-331-1212.

Terms and Conditions: Single Upgrade Coupon valid for a one time, one car group upgrade on an intermediate (group C) through a full-size four-door (group E) car. Maximum upgrade to premium (group G). The upgraded car is subject to vehicle availability at the time of rental and may not be available on some rates at some times. Coupon valid at participating Avis locations in the contiguous U.S. and Canada. One coupon per rental. A 24-hour advance reservation is required. May not be used in conjunction with any other coupon, promotion or offer except your AWD discount. The savings of up to 25% applies to the time and mileage charges only.

For reservations made on avis.com, upgrade will be applied at time of rental. Renter must meet Avis age, driver and credit requirements.

Minimum age may vary by location. An additional daily surcharge may apply for renters under 25 years old. Fuel charges are extra.

Rental must begin by 6/30/10.

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Š2009 Avis Rent A Car System, LLC

18165

eKNOWLEDGE HELPING OUR MILITARY FAMILIES Free SAT/ACT Test Preparation Programs eKnowledge, a leading provider of multimedia and internet-based interactive learning products for advanced test preparation and college admissions, is donating 200 dollars SAT and ACT test preparation programs to all active duty, reserve and retired military service members and their families for a fourth consecutive year. “We owe our military service members and their families a heartfelt thank you for their sacrifice and honorable service to our country. With these highly effective SAT and ACT test preparation programs, our military service members and dependants who hope to pursue a college education will now be able to compete on a level playing field,” stated Donations Director, Lori Caputo.

Over the past four years, the eKnowledge Sponsorship Alliance (ESA) has donated more than 120,000 SAT/ACT test preparation programs to military service members and their families worldwide. The value of the donation is approaching 26 million dollars. This gift represents one of the largest private donations to America’s service families in U.S. history.

The eKnowledge Sponsorship Alliance began four years ago with NFL players Corey Williams (#99 Green Bay) and Mark Anderson (#97 Chicago Bears). Both players were looking for an innovative and targeted way to give something back and help students.

When we suggested helping service members and their families they were both instantly onboard and saw the value in providing this service to military personnel and their families and assisting them with their preparations for the SAT/ACT exams.

These NFL players helped bring an increased awareness of the sponsorship. Almost immediately top personnel at the Department of Defense became aware of the Sponsorship’s success. Carolyn Baker, Chief of DOD Continuing Education, provided enormous support for the sponsorship which greatly enhanced the ability to reach all military connected personnel and their relatives. In the first year more than 30,000 programs were shipped world-wide to students and families from Indiana to Iraq. Thank you letters poured in from parents and students who would never have been able to afford this type of SAT/ACT preparation material. Harold Mcanney, Maurice Grosso, and Kay Watson submitted the following comments: Harold Mcanney CWO “My grandson got an appointment to the Naval Academy.

The PowerPrep Program enabled my grandson to raise his SAT score so much that he qualified for an appointment to the Naval Academy for the Class of 2011...We are hoping it will help his sister (my granddaughter).

Maurice Grosso Increase 300 points...Appointment to Air Force Academy.

My son used the PowerPrep Program and increased over 300 points on his SATs and received an appointment to the United States Air Force Academy. My daughter will now be able to benefit in the same way my son has. Thank you!!

Kay Watson 21,000 dollars in scholarships!

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Tam back pa Bay Bu Warr ick D ccaneers unn w runn w “Whiz ith the 42n as prese ing nted zer” W d ann u hit a Playe rs As e Award, l Byron socia the N tion FL h Mitch ighest hon ’s (NFLPA ell La or. Ph ) yton/G oto b y ett for N y Images FL Pla yers.

Thank you so much for the PowerPrep Program. My daughter used this program and scored a 1 00 on the SAT and a 3 on the ACT! She received 21,000.00 dollars in scholarships...We are now using this program to prepare our son for the tests.

Thank you, again.

We immediately recognized that the eKnowledge Sponsorship Alliance (ESA) was providing a much needed and useful service to service members and their families and relatives.

Since that time, the ESA has continued to grow and add alliance members and supporters from every walk of life. Such as I professional sports figures including Ma7or League Baseball player and six-time All-Star and future Hall of Famer Chipper Jones, NFL All-Star running back and humanitarian Warrick Dunn, military related organizations like AmVets, Military One, Military Connection, MOAA and DANTES, foundations and youth related groups like the Boys and Girls NAVY 2009-10

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Clubs and the Boy Scouts, and many more. For a complete list of the alliance members and supporters please visit www.eknowledge.com/military.

US Navy Personnel Using PowerPrep Richard Huntley (USNR) “I was using this program to increase my general knowledge as I am retired military and looking to go back into the general work force soon. It has helped tremendously to refresh the knowledge that I once had. Thanks for a great program and for offering it to us veterans.”

Steffanie Brown “I would just like to say that this is an awesome sponsorship to those that utilize it. It will certainly help me in my goal of becoming a Navy Officer through the Medical Enlisted Commissioning Program that I am applying for. Thank you to eKnowledge and the NFL for your support in my journey!!!”

Brett Bergeron “The thought of getting help to achieve the very best SAT score that I can...for free...is great!

The offer was brought home by my dad who is in the Navy, and it made me feel real special that the NFL is helping the military. So, I can make my mom (who is a Marine) proud by joining after college as an officer.

Thank you again for the help!”

CTN3 Jennifer Creech “I am a third class petty officer in the Navy and am interested in putting in an officer package. A requirement for my package is an SAT score that is no older than 3 years. Having taken my SAT back in 1996 I have to retake it. These materials are going to allow me to prepare to retake my test and get the best score possible. I am very appreciative of this gift.”

Reinaldo Rosado “I am very grateful to eKnowledge and the NFL for always having the interests of our active duty military in their hearts. I cannot say thanks enough for such a great program and kindness of all. Going on my 24th year of service for our country it always overwhelms me when the community opens their hearts to all military active duty and retired. It makes us prouder not just because we are serving a country we love; but, to all the patriots out there who support what we do.”

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Six time All-Star, future Hall of Famer Chipper Jones, Atlanta Braves.

In response to the donation, eKnowledge has received over 40,000 thank you letters from those who have used the test preparation programs. Thousand of Navy families have benefited from the PowerPrep™ software, enabling them to attend the college of their choice, and receive thousands of dollars in scholarships. Ms. Caputo shared a couple of her favorite testimonials:

Katrina destroyed his school – PowerPrep helped him get a scholarship!

“Hurricane Katrina destroyed my oldest son’s high school forcing him to attend 3 different schools his senior year. We were worried about how all this change would affect his ACT score. After using the PowerPrep program, his score increased so much he received a scholarship. I am now ordering the program for my other son.”

Daughter doubled her score – accepts scholarship!

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Franchising Boot Camp

By CHRIS LOUDERMILK Franchise System Specialist

W

hat does the word franchise conjure up when you think about it? Is it the golden arches of McDonald’s or maybe George Foreman and his Meineke commercials? From my years in helping veterans start their own franchise businesses, I have found there are numerous things veterans don’t know about franchising. As veterans evaluate what they want to do when they retire out of the military, I think this information can help them.

There are 3.3 million veteran-owned businesses in the United States. Since one out of every seven small businesses in the United States is owned by a veteran, small business ownership is something many consider when they finish with active duty.

However, most veterans don’t know about the program franchising companies have in place to specifically recruit retiring military men and women.

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We’ll start first with helping you get your sea legs, so to speak. Did you know that about half of all retail business in the United States is done with a franchise? The top industry for franchising is…you guessed it, fast food, and the top franchise in the world is McDonald’s.

The Merriam-Webster dictionary defines a franchise as the right or license granted to an individual or group to market a company’s goods or services in a particular territory. This basically says that a franchisor lets the franchisee use their name, trademarks, and proprietary business systems to start or expand an existing business.

Franchising boasts some amazing statistics such as – 300 plus franchises are sold every week, and one in every 12 businesses

their first five years of business. It is a pretty daunting statistic, but a lot of people who are thinking about opening a small business look into franchising just because they have a much better chance at success.

in the U.S. is a franchise. Franchises also stimulate America’s economy, as they employ more than 18 million Americans, and account for about 50 percent of all retail sales.

You may be asking yourself, “why do people buy franchises?”

That’s a question I answer daily. Most studies show that 80 percent of small businesses fail within the first five years of opening. However, only 10 percent of franchises fail within

Franchising is a systemized way of doing business. The franchisor has invested a great deal of money to make sure the systems and procedures they have for their franchisees work. That encompasses everything from marketing, financing, legal counsel, human resources, and much more.

Another big benefit of franchising is having a collective pool of intelligence. Wouldn’t you agree that together we all know more than just one of us? The veteran franchisees at The Dwyer Group, Inc. enjoy being able to call a neighboring franchisee and ask for help or advice on something. Buying power and brand recognition are two

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Glen Gallas poses with his company’s mascots.

major factors as well. A franchising company can buy the goods they use for business much cheaper than an independent contractor.

Now that we know why people get into franchising, let’s talk about the VetFran (Veteran Franchise Initiative) program.

VetFran was started by the late Don Dwyer of The Dwyer Group at the end of The Gulf War. Since 2003, it has helped more than 1,400 veterans start their own franchises. Dwyer was in the Army for a brief time, and the military was something near and dear to his heart. Bottom line up front, VetFran gives veterans a substantial discount on buying a franchise. When Dwyer started the program he saw many vets coming home wanting to start a business, but they didn’t have the sufficient funds to do so.

Benefits of participating in VetFran to start a franchise include: • A percentage off the purchase of the franchise.

• Preferred financing with lenders.

• Discounts on start-up materials.

• Vendor discount programs specifically for veterans.

The program became so successful he decided to turn it over to the International Franchise Association (IFA). Now there are almost 400 companies that are involved with VetFran, and the number is growing rapidly.

Vets learn a variety of trades in the Navy, which fit in well with The Dwyer Group’s family of brands as well as other franchising companies. For example, The Dwyer Group has helped more than 165 veterans start their own franchises, and many of them had no prior experience in the trades.

Tully Kerr, Mr. Rooter Plumbing franchise owner in Lubbock, Texas, served in the Navy for eight years. “Owning a Mr. Rooter franchise has been fantastic, because all of the major

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mistakes and pitfalls of starting a small business had been taken out of the equation for me by the franchisor,” Kerr said. “The systems and procedures that my franchise has in place are quite similar to systems and procedures in the Navy.”

This is why franchising is such a good fit for veterans. At the core of a franchise are systems and procedures for doing a particular type of business. A good franchisor will have everything laid out in manuals, videos, training courses, and many other ways to make running their franchise as easy as possible. Whether you are at the Naval Shipyard in San Diego or the Naval Base in Norfolk the procedures are all the same.

That’s exactly how a franchise works. If you think about your time in the Navy, I can bet that very few times there wasn’t a specific procedure for you to do when something happened.

Franchisors are actively seeking veterans like Kerr because of his background in the military. Because of his military experience, he has an innate ability to follow systems and procedures. This makes him a very good candidate for owning a franchise. It gives him a head start, because he is used to following the SOPs (Standard Operating Procedures).

Mary Kennedy Thompson, president of Mr. Rooter Corporation, is a former Captain in the Marine Corps. Before she came to Mr. Rooter, she was president of Cookies by Design, which is also a franchising company. Before the cookie company recruited her to the corporate office, she was a franchisee in Austin, Texas.

“I’m living proof that veterans are ideal candidates for franchising,” she said. “I owned and operated my own successful franchises. As I now look at Mr. Rooter franchisees, I think a veteran is the perfect person to bring into this type of business. Veterans like to follow systems, they are disciplined and self starters, and lastly, veterans are leaders. To Mr. Rooter

and any franchising company, that is someone we want to represent our brand. They know what it means to have pride in their uniform.”

Case Study

Navy vets from all backgrounds have joined in on the franchising boom. Mike Moritz, a Navy vet of 10 years and a Rainbow International franchisee in Athens Ohio, was in the corporate world for 25 years after retiring from the military. He lost his job and looked at it as an opportunity to do something different. He acquired his Rainbow International franchise and never looked back.

Mike Moritz From a Naval Career to Franchise Owner

“I really love the fact that The Dwyer Group and Rainbow International have a code of values,” Moritz said. “They are very similar to the values the Navy instilled in me. I would have never been able to do this without the help of my franchise staff, and I think it’s great to have a chance to own and run one of the most thought-out and ethical businesses that is out there.”

People think franchises are really expensive and give up right away because of that misconception.

In all actuality, there is a franchise for everyone’s budget, but remember that – like with most things – you get what you pay for. There are many ways to secure funding for a franchise, with the SBA Patriot Express Loan being the easiest in my experience to find. This loan is for veterans only, and you can use it to secure up to 350,000 dollars to open your franchise. The SBA has recently done some things to make it even easier for veterans to obtain these loans because they now back almost all of it financially. The IFA also provides a scholarship of up to 10,000 dollars for veterans who need additional funding for their franchises. Big franchising companies will also offer some in-house financing if you qualify.

Glenn Gallas is a shining example of what a veteran can do with a franchise. He spent a total of 20 years in the military, and retired out in early 2000. His friend in Arkansas owned a Mr. Electric franchise and told Gallas about how franchising helped him grow his small business. Gallas quickly bought a Mr. Rooter franchise, and grew it into one of the top franchises in the system. A few years after opening his Mr. Rooter franchise, he bought the Mr. Electric franchise from his friend. He has continued to grow both businesses. Gallas received the most prestigious award The Dwyer Group gives the Multi-Concept Franchisee of the Year – in 2006.

“The systems that Mr. Rooter has in place are efficient and proficient just like the military,” Gallas said. “If you are a good soldier and believe in the systems and procedures while you are in the service, there is no better place to be than owning a franchise. I had an opportunity to serve my country with pride, and my franchise gives me the opportunity to serve my community with pride as well.”

My advice to veterans looking into going into business for themselves is to do your homework. There is a franchise for almost any kind of business, so at least look into franchising as an option. Request a Franchise Disclosure Document from the

For Mike Moritz, thoughts of a naval career while growing up in the mountains of southeast Ohio may have seemed far-fetched. But in this coal and steel mill community, job opportunities and career advancement options were a limited commodity. When duty called, joining the United States Naval Reserve offered chances at both.

“When I lost my first job, I knew my career options here in Athens were fairly limited,” said Moritz. “I wanted to keep my same lifestyle, and actually did work for an area Rainbow franchise for six months. I distinctly remembered that there was never another cleaning company that took care of my home the way I did when I worked for Rainbow.

That memory stayed with me throughout my naval career.”

Moritz spent ten years in the naval reserve working in a construction battalion and was honorably discharged as an E-4.

“When I got out of the Navy, my thoughts turned immediately to Rainbow International,” he added. “Those leaving the military have an excellent shot at high-end job opportunities, with the training and discipline we receive. I decided right away to put both to use as a Rainbow franchise owner.”

“It’s also easier for military personnel to save money, if they plan accordingly,” Moritz continued. “With sign-on bonuses and the

continued on page 126 NAVY 2009-10

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coverage of living and medical expenses, military folks can leave the service with a nice nest egg to use in civilian life. Mine was used for my Rainbow franchise.”

Moritz also sees striking similarities in the pride of ownership a businessman enjoys and the pride of duty and service a military member. “Many of the steps to success in franchising are the same things it takes to move up and expand both on rank and responsibility in the military,” he said. “I wore my Navy uniform with pride because I knew I was serving my country. I wear my Rainbow International uniform with similar pride because I know I am not only serving my community, but am also a human billboard for my business.”

Moritz also found working for Rainbow International refreshing because of its Code of Values. “Not many businesses operate with a set-in-stone way to act and expect success,” he said. “The Rainbow Code of Values filters down at every level of my business, from owner to customer service representatives to service professionals on the truck.

We recite them, we believe in them and, most importantly, we live them.”

The Rainbow International Code of Values centers around an acronym, a term familiar to all military personnel: RICH (Respect, Integrity, Customer Focus and Having Fun in the Process).

“That’s one of the great aspects of my job,” said Moritz. “Every day brings new faces and challenges. I can help families suffering from water damage get back into their home sooner by using the latest drying technology. In addition, I can clean the carpets after a toddler’s birthday party punchbowl disaster. So many different kinds of wonderful people make up our area that each day is different.”

“The Rainbow International concept of courteous and professional service is what fuels us,” added Moritz. “I believe the key to business success lies in more than just doing a job for the customer. I think building relationships with my customers, in addition to providing top-notch service, is the secret to success. I also believe this philosophy flows over into and enhances my personal life as I treat others as I would like to be treated.”

Moritz has been a Rainbow International franchise owner since August 2006 and points to the support and encouragement of the corporate staff in Waco, Texas as another key point in his success story.

“Let’s face it, not everyone can know everything about operating every facet of a business,” he said. “Some people may be expert carpet cleaners and water extractors, but really lacking in the skills required to manage people.

Others may be great supervisors and bookkeepers, but don’t know much about the technical and equipment end of the job. That’s where my home office staff is so valuable to my franchise.”

Every Rainbow International franchise is fully supported by a professional and dedicated home office staff. Among the many educational supports offered are marketing and public relations skills, human resources and management skills, financial management guidance and top employee

recruiting and retention. Rainbow International also offers a series of continuing education (CE) classes across the country every year, as well as an annual meeting, called Reunion, held each summer.

“With home office support like that, you never feel alone out there as a franchise owner,” Moritz added. “I know I can call my FC (franchise consultant) anytime for advice and guidance on a variety of topics. That’s tremendous peace of mind. I also know I’m tapping into the shared knowledge of people who are looking out for my best interests and know our industry well.”

“Veterans make great franchise owners,” Moritz concluded. The skills and dedication we learned serving our country are the same qualities needed to serve people and prosper as a business owner in today’s competitive economy.

“In many ways, the Rainbow International system mirrors what is instilled in military veterans,” he said. “As a business owner, you must be disciplined to get up early, stay at work later and put in more hours than other workers might. To earn our financial freedom and personal success, we’ve got to be willing to do more and work harder than other might. Military life prepares us for that.”

Moritz is the franchise owner of Rainbow International of Athens and offers comprehensive fire, water and smoke damage restoration solutions and cleaning services to residential, commercial & insurance customers in Athens, Washington counties in Ohio and Wood County, West Virginia.

A unique opportunity for honorably discharged veterans looking to start their own business is found in VetFran, a financial discount program created by the late founder of The Dwyer Group, Don Dwyer, Sr. The program is managed and endorsed by the International Franchise Association (IFA), with more than 260 franchisor participants. To date, the program has helped over a thousand veterans start their own franchise business.

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franchise companies you are looking into as the FDD will have everything you want to know about that franchise in it.

Glen Gallas leads training at his shop.

I recommend visiting the franchise home office and spend a day with the company to see what the day-to-day activities of franchisees are like. The best thing you can do when investigating the franchise is talk to the people in the trenches, that is, talk to the people who already own a franchise. The Dwyer Group puts its veteran candidates in touch with many franchisees, and also gives the candidates other veterans to speak with. There are many ways to find franchisors that are participating in VetFran, but the easiest is on the IFA website www.franchise.org. You will find a full list of the franchising companies that offer a VetFran discount. There are also franchise shows that offer a free ‘Franchising 101’course for veterans all across the country with free admission to the actual trade show. There are also companies like www.RecruitMilitary.com that offer both online and face-to-face interaction with franchising companies that are looking to find veterans like you.

In my experience over the past years, I can’t think of a better opportunity when you retire out than a owning a franchise. In my opinion, there isn’t a better way to obtain your hopes and dreams whatever they may be. You have always had to take orders while in service; don’t you think it’s about time to start giving some?e Chris Loudermilk is a Franchise System Specialist with Mr. Rooter Corporation and Former Director of Military Development with The Dwyer Group, Inc. Committee member of VetFran.

You’ve served your country.

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After I retired from 30 years with municipal government, I decided to fulfill the dream of starting my own business. Coverall provided me with the opportunity to become a franchise owner, and with the low start-up costs and U.S. military veteran discount.

The hands-on training helped me get my business up and running quickly. For veterans of any age, owning a franchise is a good opportunity to start your own full-time business or to take on a few accounts as a way to supplement your income.

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Former President

George W. Bush To Headline International Franchise Association a 50th Annual Convention Thousands of Franchise Industry Leaders to Descend on San Antonio for Historic Event February 5-8, 2010

cheduled for February 5-8, 2010 in San Antonio, thousands of franchise executives will gather to celebrate 50 years of excellence, education and relationship building during the historic convention.

S

“We are thrilled that President Bush will keynote the IFA 50th annual convention,” said IFA Chairwoman Dina Dwyer-Owens, CEO and chairwoman of The Dwyer Group in Waco, Texas. “We look forward to his insights and perspective on the challenges facing our country and our businesses.”

President Bush served two terms as president from 2001-2009 after serving as the Governor of Texas for six years. As president, he worked to expand freedom, opportunity and security at home and abroad. After September 11, 2001, he responded with a comprehensive strategy to protect the American people, including the reorganization of the federal government, reforming the intelligence community and establishing new institutions like the Department of Homeland Security. He built global coalitions to remove violent regimes that threatened America, liberating more than 50 million people from tyranny.

His No Child Left Behind Act raised standards in schools, insisted on accountability in return for federal dollars and led to measurable gains in achievement, especially among minority students. Facing a recession when he took office, he cut taxes for every federal taxpayer, which led to 52 straight months of job creation. He modernized Medicare by adding a prescription drug benefit that provided access to

needed medicine for 40 million seniors and other beneficiaries. During his Administrations, President Bush implemented free trade agreements with more than a dozen nations; created the USA Freedom Corps and the Office of Faith-Based and Community Initiatives; designated more ocean area habitats for environmental protection than any predecessor; and nearly doubled government support for veterans.

Dwyer-Owens said President Bush’s keynote will round out a first class agenda designed to help franchise executives sharpen their industry skills during a variety of educational sessions and prime networking opportunities. Franchise industry experts and business and management professionals will share with convention attendees multiple strategies to recover from the recession and how to drive more sales. The 2010 Franchise Business Outlook report will be presented and highlight what the future holds for the franchise industry.

“Anyone who is serious about succeeding in franchising should register for this must-attend event,” Dwyer-Owens said. “We promise that you will learn best practices, have many opportunities to engage your peers and receive valuable research and information to help chart the future of your businesses.”

The IFA 50th Annual Convention will be held at the San Antonio Convention Center, February 5-8, 2010.

For a complete IFA 50th Annual Convention schedule of events and to register, go to www.franchise.org.

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Financing Options for Veterans Thinking About a Franchise

By CHRIS LOUDERMILK Director of Military Development for the Dwyer Group and Committee Member on VetFran

C

ontrary to what you hear about the trouble in the lending market, there are still plenty of options when looking into a franchise. We will explore some different options that veterans have on getting money to fund a franchising business. There are almost 400 members of the VetFran program through the IFA (International Franchise Association), and these members offer anywhere from a 10 to 25 percent discount on the initial franchising fee. I would recommend looking at these companies first because they have lowered the amount you have to pay initially and see the value that veterans

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bring to the franchising company. More than 1,300 veterans have used the program to start a franchise since they started tracking the statistics.

From institutions like FranFund to local banks, the money is still out there. It is just harder to find and to secure once found.

Gone are the days that a good credit score alone will secure a loan for a veteran. Remember, if approved for a loan from a lender you will most likely be looking at coming up with 20 percent of the total amount yourself. The good thing is that

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IFG franchisees provide a much-needed service to small business owners – especially in today’s economy “Despite my lack of any kind of prior financial services experience, the IFG system was easy to learn and it is working well for me.”

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banks are willing to part with money more easily if you are looking to start a franchise rather than opening an independent business in the same industry. The reason for this is that franchising offers a proven system to the franchisees and the likelihood of success is much greater with a franchise.

You have financial options. First there is a loan through the SBA called the Patriot Express Loan. This loan is designed specifically for veterans or spouses of veterans for all branches of service. It will finance up to 85 percent of the loan up to 150,000 dollars. This is usually a great option for veterans as it requires less initial capital upfront.

The traditional home equity financing that was once preferred is now harder to secure because of the fall of the housing market. It is an option, but, you now have to provide some capital to use with the asset.

There are many companies out there that will buy military pensions usually for up to 8 years. Most will take 50 percent of the total amount. For instance, if you receive 1,000 dollars a month, the total you will receive over an 8 year time span is 96,000 dollars. These companies will take a 50 percent cut for giving you the cash now – leaving the veteran with 48,000 dollars. Remember this isn’t a loan, they are actually buying your pension for that 8 year time span and it is cash in your pocket that you don’t have to give back.

Some veterans have a 401K or an IRA. This can be used to start a business as well. It is a very technical process but there are some companies out there that specialize in making it a smooth process and will walk you through it for a small fee. This can

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usually be done without taking any taxes out of the fund which can be a huge benefit for a veteran.

Believe it or not there are companies out there that only fund franchising ventures. This is a great option to look at because they are usually very familiar with the franchise you are looking at and can guide you through the funding process. Most are experts in securing the money and they do this for a small fee to the potential franchisee.

There are also various government grants and veteran scholarships from the IFA. These are awarded on a case-bycase basis and this is something that takes some time to go through the application process.

Lastly, some franchising companies will finance most or the entire franchise fee in house if you qualify. They do this for a multitude of reasons besides making the process easier of getting funds easier.

Know that like buying a house, the process takes time and not everyone is looking to fund right now. But know that not all lending institutions invested heavily in the housing market so the money is still out there. Most franchising companies you will work with will be able to give you great advice on how to go through the process and some companies will finance some of it themselves if you qualify. The more prepared you are when facing lenders the better. Know exactly how much you want, where it will go, and how long it will take you to break even. Financing a franchise isn’t always a one size fits all. Do your own research to see what the best option for you is. e

B

orn wealthy? Did you hit the lottery? Big inheritance? Most of us do not fall into this category and need to figure out how to earn a living. If you are leaving the military and have a civilian job to return to count yourself among the fortunate.

“Visual marketing With the job market losing ground every quarter you may want to consider owning your own is a 60 billion a business. You could start a business from scratch, however, statistically a large number of year industry small start-up businesses fail, usually due to poor planning in one or more areas; no clear with a 7% y.o.y. business plan, insufficient training, lack of technical support, or insufficient funding. growth history.”

A franchised business may be the right answer. Why? Because a good company will provide you with a business plan, training, technical support, and financial guidance. And, you don’t need an MBA to operate the business.

The military has already provided the training you need to be successful: Have a plan, follow it, be an individual, but work as a team.

With an Imprint In Time franchise you walk into an established and proven business model that provides you with a business plan, training, financial guidance, and a team that has your back. An established model with cutting edge capabilities, an E-commerce platform not found in any other model, a protected territory, Visual and an unprecedented marketing area - the world.

Visit us at www.ImprintInTime.com to see why we say we give you “The Freedom to Succeed.”

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Communications

Museums and Historic Ships Tell the Navy’s Story Courtesy of the Naval Historical Foundation

M

ost Americans interested in their naval heritage need not travel far to visit a museum or ship that showcases some aspect of the U.S. Navy’s history. While most of these facilities are located in coastal states, there are a surprising number of significant exhibits located within the nation’s interior.

In addition, numerous anchors, naval guns, and ship models can be found in and around city halls, town parks, and state capitals from coast to coast.

fine art, the museum chronicles the history of the United States Navy from the American Revolution to present-day conflicts, the National Museum of the United States Navy features exhibits that commemorate our Navy’s wartime heroes and battles as well as peacetime contributions in exploration, diplomacy, navigation and humanitarian service.

The most comprehensive of these museums is located in the nation’s capital. The National Museum of the United States Navy is located in the historic Washington Navy Yard. Opened in 1963, the museum has attracted millions of visitors over the years, especially in the spring when thousands of school groups arrive in Washington from all over the country to learn about how their government serves the American people.

Known for 40 years as the flagship museum of the U.S. Navy, the museum celebrates a legacy of educating the public. In the tradition of its predecessors on the Washington Navy Yard beginning in 1865, the current museum features a collection that dates from 1800. The museum’s collection moved twice before Admiral Arleigh Burke established the current museum to create an American naval history museum comparable to those in Europe. The museum continues to embody Burke’s vision of sharing the Navy’s history and traditions with the world.

Devoted to the display of naval artifacts, models, documents and

The tradition of collecting naval artifacts and trophies in the

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United States began in the early nineteenth century under the command of Thomas Tingey, the first commandant of the Washington Navy Yard. The first artifact collected was a French gun, cast in 1793 at Lyons, captured during the Quasi-War with France, 1798-1801. From this modest beginning, the collection grew as the U.S. Navy fought in more battles and explored the high seas during the early years of the American republic.

As the Navy’s collection of artifacts grew, so did the need for a space in which to display them. In 1865, the former Navy Yard Paint Shop opened as the “Museum of Naval Relics and Weapons.” This museum was amongst America’s earliest federal museums. Listed as one of Washington’s most popular tourist attractions in Morrison’s Strangers Guide to Washington, the collection impressed visitors with such artifacts as a gun from Spanish conquistador Hernan Cortes’s conquest of Mexico, and the sloop Kearsarge‘s original sternpost containing a shell she received during her fight with the Confederate raider Alabama off the French coast.

In 1913 the museum’s artifacts moved to Building 120 where the museum shared space with the Seaman Gunner’s Quarters and the Recruiting Office. The building was demolished in 1927, which left the Navy’s collection of artifacts in storage for eight years. In April 1935, the third museum opened in building 40, at the north end of the Breech Mechanism Shop constructed between 1887 and 1899. When World War II ended the yard officially changed its name to the Naval Gun Factory, so the museum became the Naval Gun Factory Museum. After gun production ceased, Admiral Burke obtained the entire building in 1961 to house a new and more complete collection of artifacts.

The National Museum of the United States Navy strives to chronicle the history of the U.S. Navy from its creation to the present. Artifacts like USS Constitution‘s fighting top, the world’s deepest diving submersible, Trieste, and the khaki uniform of former Fleet Admiral Chester W. Nimitz make the Navy Museum’s collection second to none.

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The Naval Historical Foundation Since 1926 the Naval Historical Foundation has existed to preserve and promote the naval history of the United States by supporting official Sea Services programs and institutions, meeting the needs of the public for naval history, and collecting historical items.

Located at the Washington Navy Yard the Foundation supports the Navy’s historical programs through augmenting government funds and services for Navy Museum exhibits and Naval History and Heritage Command programs. It sponsors naval history-related events in cooperation with the Navy and other organizations. It provides prizes and support of internships, conferences, collections and scholarship related to naval history. The Foundation also conducts a variety of naval historical outreach programs.

Besides supporting the U.S. Navy’s history efforts the Foundation meets the public’s naval history needs by providing high quality reproduction of photographs, cruise books and documents from the Navy’s collections, providing accurate historical research services on naval history topics, sponsoring or co-sponsoring conferences, symposiums, and commemorations on significant naval history topics, publishing historical material in print, internet, and video formats, recognizing and publicizing important achievements in naval history, and operating a naval heritage speakers program of subject matter experts to address public gatherings.

The Foundation continues to serve as a clearinghouse for the receipt and distribution of donated historical items. It continues to search out, purchase and solicit the donation of art, artifacts, documents, manuscripts, personal papers, and photographs for transfer to: • The Naval History and Heritage Command collections, • the Library of Congress, and • other appropriate federal and non-federal repositories.

The Foundation also has an oral history program that captures the recollections of those who served.

Further details about the Foundation and its programs can be found at:

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As part of the effort to keep the museums exhibits current, the Naval Historical Foundation has initiated a major capital campaign to fit out an adjacent building with exhibits that tell of the Navy’s role in winning the Cold War. Phase I of this multi-million dollar effort was completed in May 2009 with the unveiling of the Central Hall. This section of the Cold War Gallery features a Trident submarine launched ballistic missile and an aircraft carrier ready room to orient visitors about the overall history of the Cold War. Additional sections are nearing design completion that will focus on the Navy’s role in Korea and Vietnam and explore how Sailors helped to develop and use new technologies. The next display to open in 2010 will reinstall a successful exhibit on Cold War submarines that was featured between 2000 and 2003 at the Smithsonian’s American History Museum. As an ongoing capital campaign continues, additional exhibits will be opened in the 2011-2012 timeframe. When completed, the Cold War Gallery of the National Museum of the United States Navy will be a tremendous educational resource for the nation’s schools. Plans call for a virtual online gallery that will open the doors of the exhibits to those in the hinterland and overseas interested in studying this important period of history.

The National Museum of the United States Navy is part of the Naval History & Heritage Command. Formally the Naval Historical Center, this Navy organization was renamed in December 2008 in recognition of its national scope. Besides its library, archives, and photographic and other research facilities located at the Washington Navy Yard, the Naval History and Heritage Command has responsibility for several other unique museums around the country the focus on aspects of naval history. These museums include: Great Lakes Naval Museum, Naval Station Great Lakes, Illinois; Hampton Roads Naval Museum, Norfolk, Virginia; National Naval Aviation Museum, Pensacola, Florida; Naval Museum of Armament and Technology, China Lake, California; Naval Undersea Museum, Keyport, Washington; Naval War College Museum, Newport, Rhode Island; Puget Sound Navy Museum, Bremerton, Washington; Patuxtent River Naval Air Museum, Patuxtent River, Maryland; U.S. Navy Seabee Museum Port Hueneme, California; Submarine Force Museum & Historic Ship Nautilus, Groton, Connecticut; U.S. Naval Academy Museum, Annapolis, Maryland; U.S. Navy Supply Corps Museum, Athens, Georgia.

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Detailed information about each of these museums can be found at the Navy’s www.history.navy.mil website.

Of note, besides seeing an outstanding aircraft collection, visitors to the National Museum of Naval Aviation in Pensacola often can also witness the Blue Angels in practice for their annual season of air show performances. Visitors to the United States Naval Academy will enjoy a recently reopened facility that provides an overview of naval history and the role Naval Academy graduates played in making that history. Three of the newest museums in the system include the Puget Sound Navy Museum at Bremerton, Washington, the Naval Museum of Armament and Technology located in the California desert at China Lake, and the Great Lakes Naval Museum that can be found at the entrance of the Navy’s largest naval station found on the banks of Lake Michigan north of Chicago.

In addition, the Naval History and Heritage Command is responsible for USS Constitution “Old Ironsides,” at Boston, Massachusetts. It should be pointed out an outstanding USS Constitution Museum is co-located with the ship in the historic Charlestown Navy Yard. This museum is not affiliated with the government but is operated by a non-profit organization.

Indeed, the USS Constitution Museum is one of a number around the country that are not associated with the federal government that help tell the Navy story. For example, the state of Georgia has two such museums – the St. Mary’s Submarine Museum located near the Navy’s submarine base at King’s Bay and the National Civil War Naval Museum at Port Columbus.

Other museums have major exhibits that integrate the Navy such as the National Museum of the Pacific War at Fredericksburg, Texas and the National World War II Museum in New Orleans, Louisiana. Perhaps the most ambitious exhibit to open in recent years is the Monitor Center at the Mariners Museum at Newport News, Virginia. This 60,000 square foot facility tells the story of the famous Civil War battle between the ironclads USS Monitor and CSS Virginia and hosts conservation laboratories to preserve recently recovered sections of Monitor.

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Historic Naval Ships Association On the afternoon of December 10, 1966, representatives from five former United States naval vessels that were open as museums met in the wardroom of the battleship North Carolina in Wilmington, North Carolina and established what would become known as the Historic Naval Ships Association (HNSA). From that small beginning, the organization would grow into a global institution and come to be regarded informally as “the world’s third largest Navy.” Indeed, as of the beginning of 2008, fleet members representing twelve nations number 115 organizations with 175 vessels of all types. The founders desired to create a forum which would enable them to exchange ideas, discuss problems, and provide mutual support for each other. The original tenets of the founders remain to this day – to honor the men and women who joined the naval service of their nation; to educate the public, both young and old about the great naval heritage of their nation; and to inspire men and women to serve their country.

Regardless, to step aboard one of these vessels is to step back in time and, for a brief moment, be transported to far off exotic sounding places such as the Normandy Beaches, Trafalgar, the Mediterranean, and Leyte Gulf and experience moments in history that shaped the world we live in.

Preserving this heritage is a daunting task. The ships are historical artifacts in their own right and not immune to the indignities of aging. Preservation of a ship requires an investment of considerable financial, industrial, and human resources. Above all, preservation requires adherence to an age old axiom: constant vigilance. Organizations entrusted with these vessels have approached the restoration tasks in different manners. A few of these organizations are blessed with adequate funding necessary to accomplish the enormous upkeep required on a regular basis. Most, however, have to develop phased approach plans that can be realistically supported in an environment of funding and staffing limitations. As the years go by, restoration becomes increasingly more difficult as sources of vintage spare parts dry up. Costs to fabricate custom parts from scratch will further burden ship restorers.

With the advent of the twenty-first century technologies and

methods, our membership has a great advantage. The proliferation of computer based systems and the Internet revolutionizes communication and provides an avenue for the diffusion of ideas and information. For the first time since the beginning of HNSA, trans-global communication can be measured in minutes and hours rather than days and months; a phenomenon that would appear miraculous to the sailors who manned the oldest ships in the membership. It is now possible for a curator in Australia to receive the answer to a problem from a member in Sweden; while a manager in Cleveland may wish to spread a unique marketing idea to all the members. The limiting factor in a rapid response is no longer great distances but rather time zones.

encampments as well as interactive educational programs specifically for the younger visitor. If after your visit one of the ships included in this guide, you have a better understanding and appreciation of why men and women go down to the sea in ships in service to their countries, HNSA will have succeeded in its mission. e Visit the Historic Naval Ships website, http://www.hnsa.org.

It is often said that naval ships are more than just a collection of pieces and parts hewn from the fabric of the Earth. Indeed, these ships are often personified by the spirits of the men and women who serve in them. These vessels have sailed through major eras in world history. As time marches on, they will be the only tangible survivors of some of the most momentous historical events. Historic Naval Ships Association strives to preserve this legacy through an assortment of educational programs designed to â&#x20AC;&#x153;keep the ship alive.â&#x20AC;? Methods vary, but visitors now have the chance to hear the distinctive rumble of a Fairbanks Morse diesel engine, watch re-enactors in period uniforms demonstrate rigging sails and in some cases listen to active duty personnel relate sea tales.

Many of the member organizations have overnight

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