Navy 1.4 (March 24, 2015) by KMI Media Group

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Naval Strategy for the 21st Century Acting Deputy Chief of Naval Operations for Operations, Plans, and Strategy (N3/N5) Rear Admiral Upper Half Kevin M. “Kid” Donegan and Deputy Commandant for Operations, Coast Guard Vice Admiral Charles D. Michel testified to the House Armed Services Committee about new revisions to the Navy and Coast Guard’s cooperative 21st century strategy.

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Navy Shipbuilding Budget, priorities, fear of sequestration and fragile industrial base are key factors for Navy’s top decision-makers. Sean J. Stackley, assistant secretary of the Navy (research, development and acquisition); Vice Admiral Joseph P. Mulloy, deputy chief of naval operations for integration of capabilities and resources; and Vice Admiral William H. Hilarides, commander, Naval Sea Systems Command, recently testified before the Senate Armed Service Committee’s Seapower subcommittee on the state of the fleet.

Rear Admiral Upper Half Kevin M. “Kid” Donegan’s Testimony “A Cooperative Strategy for 21st Century Seapower: Forward, Engaged, Ready” explains how we will build and employ the naval forces of the future in support of national security interests. It describes a Navy and Marine Corps built and ready for any challenge from a high-end war fight to humanitarian operations. The strategy was revised mainly due to changes in the geopolitical landscape including threats from violent extremist organizations like the Islamic State of Iraq and the Levant (ISIL), threats from North Korea and Iran, potential for opportunities and challenges with a rising China, and recent Russian aggression in Ukraine. Additionally, the strategy is aligned with the new National Security Strategy, the 2014 Quadrennial Defense Review, and the 2012 Defense Strategic Guidance. Finally the strategy recognizes our current fiscal circumstances. Most importantly, however, this strategy continues to emphasize combat-credible forward presence that is “where it matters, when it matters,” and a commitment to allies and partners. We will continue to meet our historic naval functions of deterrence, sea control, power projection and maritime security. But our strategy has adapted, starting with an emphasis on warfighting first. A new function, all-domain access, enables us to get the access we need to be effective. The strategy balances forces and capabilities against regional threats.

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Plus: • new 3-d generator simulator • uss new orleans

It embraces innovation and efficiency in building a modern and capable force of more than 300 ships and 182,000 marines that will overcome any challenge to fight and win. Throughout the development of this strategy, the chief of naval operations (CNO) has engaged a diverse audience of junior, midgrade and senior officers, scholars, civilians and retirees on strategy and strategy development. He said, “We need to approach this as a continuum, and we need a revitalized process; we need people, and we need a system for our strategy.” These principles factored heavily into how we completed our revision to the 2007 document, and our end state is an energized culture of strategic thinking. The strategy is just one piece of our strategic continuum to enable timely and comprehensive updates to the implementation of our strategy in a dynamic global security environment. To describe our new strategy in greater detail, we will highlight the document’s key points of emphasis.

Warfighting First Defending our nation and winning its wars is the core task of the U.S. naval forces.

The fiscal year 2016 president’s budget submission is governed by the 2014 Quadrennial Defense Review (QDR), which implements the 2012 Defense Strategic Guidance (DSG) and continues our efforts to ensure our ability to protect the homeland, build security globally project power and win decisively. In balancing resources and requirements, the department continues to place a priority on maintaining a sea-based strategic deterrent, sustaining forward presence, strengthening our means to defeat and deny aggression, focusing on critical readiness, sustaining or enhancing our asymmetric capabilities and sustaining a relevant industrial base, including providing stability in our shipbuilding programs. The Navy and Marine Corps remain well-suited and uniquely positioned to perform the missions of the DSG, including appropriate readiness, warfighting capability and forward presence. Our principal requirement remains to equip the Navy and Marine Corps with the most effective warfare systems, through procurement, modernization and sustainment, to address the security challenges of today and tomorrow. These principles guide the priorities and direction of the department’s FY16 president’s budget request. The department will continue to work closely with Congress to maintain the

Continued On pAGE 8 ➥ Continued On pAGE 13 ➥

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March 24, 2015

Table of Contents Naval Strategy for the 21st Century . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1 Editorial Editor

Navy Shipbuilding . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1

Managing Editor

E-2D Advanced Hawkeye Maiden Deployment . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3

Copy Editor

USS New Orleans Conducts Sea Trials . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3

Jonathan Magin jonathanm@kmimediagroup.com Harrison Donnelly harrisond@kmimediagroup.com Crystal Jones crystalj@kmimediagroup.com Correspondents

J.B. Bissell • Kasey Chisholm • Catherine Day Michael Frigand • Nora McGann

Art & Design Art Director

Jennifer Owers jennifero@kmimediagroup.com Ads and Materials Manager

Jittima Saiwongnuan jittimas@kmimediagroup.com Senior Graphic Designer

Scott Morris scottm@kmimediagroup.com Graphic Designers

Andrea Herrera andreah@kmimediagroup.com Amanda Paquette amandak@kmimediagroup.com

H-60 Support Contract . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4 New 3-D Generator Simulator . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4 Olmsted Scholarship Program . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5 U.S. Navy Engineering and Technical Services Contract . . . . . . . . . . . . . . . . . . . . . . . 6 Diver Life Support Prototype . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6 Unfurlable Mesh Antennas . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7 Positioning the Navy for Future Responsibilities . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 13

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An update on support weapons system integration funded by Navy Innovative Science and Engineering (NISE). NISE used a virtual ship to test the interoperability of surface warfare systems with unmanned air and surface vehicles. A report on the change of command for Airborne Command Control and Logistics Weapons School (ACCLWS), which took place March 19 at Naval Station Norfolk.

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Calendar of Events March 30-April 1, 2015 Joint Undersea Warfare Technology San Diego, Calif. www.ndia.org/meetings/5260

April 22, 2015 NRO Industry Day Chantilly, Va. www.afcea.org/events/nro/15/

April 2, 2015 Coast Guard Intelligence Industry Day Chantilly, Va. www.afcea.org

May 5-7, 2015 AUVSI’s Unmanned Systems Atlanta, Ga. www.auvsishow.org/auvsi2015

April 12-15, 2015 Sea-Air-Space National Harbor, Md. www.seaairspace.org

June 23-25, 2015 Mega Rust Newport News, Va. www.navalengineers.org

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E-2D Advanced Hawkeye Maiden Deployment Five E-2D Advanced Hawkeyes assigned to Carrier Airborne Early Warning Squadron (VAW) 125 embarked upon their maiden deployment March 11, 2015, as part of Carrier Air Wing (CVW) 1 aboard the aircraft carrier USS Theodore Roosevelt (CVN 71). After completing research, development, testing and evaluation at NAS Patuxent River, Md., and achieving Initial Operational Capability October 10, 2014, the E-2D Advanced Hawkeye is set to replace the E-2C Hawkeye in its primary mission to provide airborne early warning and command and control capabilities for all aircraft-carrier battle groups. While the primary mission for the E-2 has not changed, the Advanced Hawkeye is able to gather and process data more precisely and efficiently thanks to state-of-the-art radar and communication equipment. “Suppose you’re looking through a pair of goggles; with the E-2C you have 20/20 vision, and with the E-2D you have 20/10,” said Commander Daryl Trent, commanding officer of VAW-125. “It has significantly advanced radar, its computer processing capabilities have been increased and the communication suites have been enhanced. This plane is a real game-changer.” The Advanced Hawkeye’s technology makes it a multimission platform through its ability to coordinate concurrent missions which may arise during a single flight. These missions can include airborne strike, ground force support, rescue operations and managing a reliable communications network capable of supporting drug interdiction operations.

Along with advances in equipment, the Advanced Hawkeye’s allglass cockpit boasts an entirely digital display, an upgrade that allows the co-pilot to assist in performing many of the duties of the crew’s naval flight officers while in flight. “It’s not like before when everything was pressure gauges,” said Trent. “Now everything is digital. This makes for a stronger ability to process information, and allows the co-pilot to change his display and access acquired data.” With the first five going out to sea, the Navy plans to continue procuring the Advanced Hawkeye to replace the Hawkeye through 2023. “This aircraft has been in development for almost 20 years,” said Trent. “Now that we’re set for our maiden deployment, and we get set to integrate with craft like the Growler and the Hornet, we’re going to become the most efficient carrier strike group in the fleet.” The E-2/C-2 Airborne Tactical Data System Program Office (PMA-231) continues to develop software and other upgrades for the E-2D Advanced Hawkeye to maintain the platform’s technological lead over opposing forces. Future upgrades to the E-2D being developed at NAS Patuxent River include aerial refueling capability, which will enable E-2D Hawkeye aircrews to remain on mission longer.

USS New Orleans Conducts Sea Trials The amphibious transport dock ship USS New Orleans (LPD 18) completed a five-day sea trials period March 13 following an eight-month planned maintenance availability period. During the under way period, New Orleans’ crew members tested a number of shipboard systems, including damage control systems, navigational equipment and the propulsion plant. The crew also conducted several checks to prepare for its upcoming Board of Inspection and Survey (INSURV) inspection scheduled to take place later this year. Sea trials gave the ship’s crew an opportunity to operate and test equipment as designed following a lengthy maintenance

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period. According to Captain Doug Verissimo, New Orleans’ commanding officer, it also gave the crew a chance to train. “The crew shook off the dust from the maintenance period and performed exceptionally well,” said Verissimo. “Our newest sailors were able to learn how the ship operates under way, and the emphasis was on safe and precise evolutions.” The inspection and readiness team (IRAT) conducted numerous checks to ensure the ship would be ready for its upcoming INSURV. On their first visit, the team checked if equipment was functional and annotated discrepancies to be fixed before INSURV.

“IRAT was incredibly helpful,” said Lieutenant Chris Stone, the ship’s operations officer. “They happily shared their vast experience and knowledge with the crew and have already helped contribute to the ship’s readiness and ongoing preparations. We look forward to having them on board at every opportunity as we continue to prepare and rehearse for INSURV.” INSURV is a congressionally-mandated inspection of Navy ships that occurs every three to six years to ensure ships are fit to conduct sustained combat operations. The inspection team evaluates a ship’s readiness to conduct combat operations at sea and to systematically check installed equipment.

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H-60 Support Contract PMA-299, a program under the Program Executive Office, Air Anti-Submarine Warfare (ASW) Assault and Special Mission Programs, is responsible for acquisition, sustainment and life cycle support of multiple Seahawk variants, including the SH-60B/F, HH-60H, MH-60R and MH-60S. The primary integrated product teams (IPTs) within PMA-299 are in-service, MH-60R, MH-60S, future capabilities, production/air vehicle and foreign military sales, which are supported by multiple Tier 2 product IPTs for avionics, mission systems, weapons and littoral combat systems. The Seahawk missions include ASW, antisurface warfare, search-and-rescue, medical evacuation, communications relay, vertical replenishment and naval gunfire support. The MH-60R/S are ACAT IC programs in full-rate production and include pre-planned product improvement upgrades in mission systems and flight avionics and the addition of new missions for airborne mine countermeasures and armed helicopter missions. PMA-299 programs

range from the systems development and demonstration phase to the operations and support phase. Modifications to the aircraft support a multitude of obsolescence, structural, sustainment, training, engineering, logistics and warfighting capability upgrade projects that are key in keeping the H-60 platform relevant.

This program provides upgrades to H-60 aircraft and weapon and avionics systems to include helicopter infrared suppression system and instrumented landing system, design, integration and test. Provide research and development support for pre-Milestone A activities to enable to recapitalization of the capabilities of the Navy H-60 type/model/series.

New 3-D Generator Simulator The Navy’s Virginia-class submarines are among the most technically advanced vessels ever built. But even these cutting-edge, fast-attack, nuclear-powered boats need emergency generators on hand—and sailors trained to operate and repair them. Enter the new diesel generator simulator, delivered to Pearl Harbor naval facilities this month by the TechSolutions program at the Office of Naval Research (ONR). High-fidelity 3-D software lets sailors use 50-inch touchscreens to see and access all parts of the massive generators aboard the Virginia-class subs. “This will be a big help for the fleet, getting sailors more training time and providing potentially significant cost savings,” said ONR Command Master Chief Jessie Thomas. “It has been challenging for all the sailors who need training on these generators to get enough work time on the actual boats—particularly given that the subs can be out to sea for extended periods. A state-of-theart simulator allows far more time to learn how these complex machines work.” As sailors are being trained on the simulator, they are able to touch different parts of the screen to view and access all parts of the complex generators, even moving virtual controls and twisting 4

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virtual knobs to make adjustments based on digital data or sight inspection. The advanced 3-D program—called the Multipurpose Reconfigurable Training System (MRTS)—will provide estimated cost avoidances of $27 million over building more generators for training, freeing up funds for significant expansion of training capabilities. The improvements include expansion of the machinery room where the simulators will be placed, allowing greater immersion and multiple-mission scenarios that until now had been largely confined to the classroom. “The beauty of the system is that it should reduce the amount of lab time, while increasing the scenarios the instructor can put the students through,” said Darrell Conley, project manager for Virginia diesel program at Naval Air Warfare Training Systems Division. “The software can be loaded on any MRTS 3D trainer in the fleet, allowing any boat to schedule required training.” The simulator is part of ONR’s answer to Chief of Naval Operations Admiral Jonathan Greenert’s Navigation Plan 2015-2019. The plan calls for greater focus on critical afloat and ashore readiness, including “development and fielding of live, virtual and constructive training

environments to provide more realistic training at a reduced cost.” The TechSolutions program takes technology requests directly from sailors and Marines. When the organization receives a request for a technology solution to a problem—anything from sailors on watch needing improvements in steel toe boots, to Marines in theater requesting better mortar sights—the program attempts to find and deliver a rapid technology prototype solution, usually within 12 to 18 months from the request being received. “The work being done by TechSolutions makes an enormous difference to our sailors and Marines,” said ONR Executive Director Dr. Walter Jones. “Innovative technologies, directly requested by our men and women in uniform, are able to reach the user in accelerated timeframes, making contributions from daily life to tactical functionality of platforms in the field.” The sailors will work with the generator simulator at Pearl Harbor over the next several months, and it will ultimately be considered for transition to Naval Sea Systems Command’s Undersea Warfare Directorate. David Smalley is a contractor for ONR Corporate Strategic Communications. www.npeo-kmi.com

Olmsted Scholarship Program The Olmsted Scholar Program for Fiscal Year 2017 (FY17) was announced March 16 via NAVADMIN 064/15. Career-minded unrestricted line, Information Dominance Corps and Supply Corps officers interested in developing language skills and regional cultural knowledge are encouraged to apply for the FY17 Olmsted Scholar Program. The Olmsted program is a unique scholarship opportunity offering two years of graduate study using a foreign language while providing overseas cultural and travel opportunities and often leads to a graduate degree at a foreign university. Applicants for the FY17 program should be available to start language training in summer/ fall 2016, begin study at a foreign university in 2017 and complete study in 2019. The Navy is looking for leaders who display the qualities of dedicated career officers and who aspire to command as line, information dominance and supply corps officers. Applicants must have demonstrated strong leadership qualities, solid overall performance, strong promotion potential and superior demonstrated scholastic ability. Candidates must have three years of commissioned service, but no more than 11 years of total active federal service as of April 1, 2016, to apply for the scholarship. Specific designator eligibility is listed in the NAVADMIN. Historically, Olmsted scholars have benefited from the program and continue to promote to senior leadership positions, including 12 past Navy scholars who achieved flag rank. One Olmsted scholar currently in line for command following his international experience in St. Petersburg, Russia, is Commander Michael “BC” Nordeen, VFA-211 executive officer. “While the proven path to squadron command in Naval aviation is traditionally through a fleet replacement squadron, test pilot school or weapons school, the Olmsted Scholar Program provides a unique opportunity for personal and professional growth for those who aspire to senior operational leadership roles,” said Nordeen. “Since our Navy operates forward, we know global experience is an invaluable advantage. I knew I’d have to work to regain my warfighting skillset, but the Olmsted Scholarship definitely made me a better leader, strategic thinker and decision-maker.” According to the Olmsted website, scholars interact daily with locals and immerse themselves in the culture of their host country, but a background in a specific foreign language is not

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a prerequisite to selection. Scholars are expected to live on the local economy and travel widely. Olmsted scholars receive their normal pay and allowances, and if married, are normally accompanied by their families. The Naval Education and Training Professional Development and Technology Center (NETPDTC) is currently accepting applications from regular or full-time-support line, information dominance and supply corps officers for the FY17 Olmsted Scholar Program. Applicants are required to meet a list of qualifications and prerequisites and submit a command-endorsed nomination package that must be received by NETPDTC, Code N2A2Olmsted no later than August 28. In October, the applications are reviewed and a final, Navysponsored list of nominees is selected. For each of the past five years, the foundation board of directors has selected five Navy scholars. The Olmsted Foundation, named in honor of Major General George and Carol Olmsted, and the Department of Defense have jointly sponsored this scholarship program since 1959. Since its inception, the foundation has focused on educational and charitable purposes. Retired Army Major General Bruce Scott serves as president and CEO of the Olmsted Foundation and was an Olmsted scholar from 1979-81 at the University of Freiburg (Albert Ludwig) in Freiburg, Germany. Scott believes the success of the program is a direct result of the vision of the man for which the foundation and the scholarship program is named. “General Olmsted, our benefactor and founder, certainly possessed great vision when

he said that the world’s greatest leaders must be educated broadly,” said Scott. “For more than 50 years, our program has educated young officers in foreign language fluency and foreign cultures, which are becoming more and more important in today’s world and in supporting the Navy’s Cooperative Strategy for 21st Century Seapower.” With the selection of the 57th Olmsted scholar class in March 2015, 620 scholars have completed, are completing or are preparing for two years of study abroad. Their studies to date have been in 40 languages in 202 different foreign universities spanning 60 countries worldwide. The Navy nominations are submitted to the Olmsted Foundation board of directors, along with nomination packages from the other services. During a comprehensive personal interview, the foundation staff examines the nominee’s academic and professional background, motivation to be a scholar, choice of foreign university, proposed course of study, language aptitude and career goals. Taking all this data into account, the interview panel makes its recommendations to the board for final decisions on the nominees at its meeting in March 2016 for the FY17 Olmsted scholar class. Specific guidelines and additional details for applying for the Olmsted Scholar Program can be found in NAVADMIN 064/15. All eligible and interested officers should visit the Olmsted Foundation website at www.olmstedfoundation.org for additional details.

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U.S. Navy Engineering and Technical Services Contract On March 18, 2015, Huntington Ingalls Industries (HII) announced today that its AMSEC LLC subsidiary has been awarded a contract by the U.S. Navy to provide engineering and technical services in support of the Navy Modernization Program. AMSEC LLC was one of several contractors awarded a three-year indefinite-delivery/indefinite-quantity, cost-plus-fixed-fee contract. The estimated ceiling amount of AMSEC’s contract is $83 million. Contract funds will be awarded on a competitive task order basis among the awardees. “AMSEC has more than 34 years of experience delivering complete hull, mechanical and electrical services and alteration installation team solutions to the U.S. fleet,” said Harris Leonard, vice president of HII’s Newport News Shipbuilding division and president of AMSEC operations. “We will build on our record of superior service to the Naval Surface Warfare Center and the naval fleet they support.” AMSEC’s portion of the work will be performed in various fleet homeports for the U.S. Navy (95 percent) and the government of Poland (5 percent). Foreign military sales to Greece, Australia and Taiwan are also possible under future options. The work is expected to be completed by March 2018. The Naval Surface Warfare Center, Carderock Division, Philadelphia, is the contracting activity. “AMSEC is honored with the award of this contract and is avidly looking forward to continuing its 30-year strategic business partnership with the Naval Surface Warfare Center, Carderock Division,” said Christopher Fiori, AMSEC’s program manager for the work performed under the contract. “Deploying new technologies and providing maintenance, modernization and technical services for the U.S. Navy and other Department of Defense technical communities is AMSEC’s primary mission. We will continue to utilize our highly skilled industrial workforce and company resources on all tasking in order to meet the needs of the fleet.”

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Diver Life Support Prototype Naval Surface Warfare Center Panama City (NSWC PC) scientists have developed a prototype for a new life support system for divers, the Navy announced March 19. The goal of the new system is to accelerate the deployment of Navy divers, increase safety and conserve helium, a valuable natural resource. “This new, semi-closed system was conceived to drastically reduce helium requirements,” said NSWC PC Principal Investigator Dr. John Camperman. “And where possible, we also incorporated proven technology in the system in order to speed transition to operators.” Currently, U.S. Navy mobile diving and salvage units meet their requirement for manned diving operations with the Fly-Away Mixed Gas System (FMGS). The FMGS provides breathing gas through an umbilical to a demand-regulated, open-circuit, diver-worn helmet. In each breathing cycle, all inhalation is from surface supplied gas, and all exhalant vents to the sea. In the process, a large portion of oxygen and helium are wasted. “The new system modifies the current helmet and re-breather. Prototype analysis and testing have shown that drastic reduction in helium consumption is possible,” said Camperman. “Testing of the new prototype system indicates that the full range of FMGS diving is supportable within Navy life support requirements, and that several life support characteristics are improved, including extended emergency come-home gas duration.” Conserving helium can produce a snowball-like effect. FMGS operational cost is driven by transportation, support vessel size and consumables (largely helium). Reducing helium requirements will reduce deck space requirements, and can thereby positively impact all three cost variables. The new life support system is part of the Initial Response Diving (IRD) project. IRD is a Navy innovative science and engineering initiative to support faster recovery of objects in deep waters. The ultimate goal of IRD is to provide military diver intervention to depths of 600 feet anywhere in the world. The goal would put diver’s hands on targets for recovery within 36 hours of deployment. The implications of this project have international and humanitarian significance. The IRD project could support life-saving rescues for survivors trapped in a capsized hull, as well as subsea infrastructure maintenance. The project could also enhance disabled submarine assessment and escape or rapidly recover sensitive debris from vessels, aircraft or spacecraft. The Naval Surface Warfare Center Panama City Division conducts research, development, test and evaluation, in-service support of mine warfare systems, mines, naval special warfare systems, diving and life support systems, amphibious/expeditionary maneuver warfare systems, and other missions that occur primarily in coastal (littoral) regions. It is a field activity of Naval Sea Systems Command (NAVSEA).

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Unfurlable Mesh Antennas Two unfurlable mesh antenna reflectors developed by Harris Corporation have successfully deployed onboard the third Mobile User Objective System (MUOS) satellite built by Lockheed Martin. This represents the fifth and sixth successful Harris reflector deployments in the planned five-satellite MUOS system. The MUOS satellite constellation operates like a smartphone network in the sky, vastly improving current secure mobile satellite communications for warfighters on the move. Unlike previous systems, MUOS provides users an on-demand, beyondline-of-sight capability to transmit and receive high-quality, prioritized voice and mission data, on a high-speed IP-based system. Once fully deployed, MUOS will be compatible with, but provide 16 times the capacity of, the legacy UHF satellite system. Harris is scheduled to build 10 reflectors for the MUOS constellation, two per satellite—a 14-meter diameter unit for multiple-beam operation that significantly increases the number of users and traffic the system can support, and a 5.4-meter diameter unit for legacy operations. The gold mesh reflectors are secured to the satellite by Harris precision booms. The reflectors are manufactured at the company’s advanced manufacturing facility in Palm Bay, Fla. “This third on-orbit deployment again demonstrates how the unique design and flexibility of our mesh reflectors is meeting the needs of the MUOS satellite program,” said Bill Gattle, vice president and general manager, national programs, Harris Government Communications Systems. “We remain committed to delivering the most advanced satellite communications technology to our warfighters.” With more than 80 reflectors on-orbit or under construction, Harris has more than 35 years of experience designing and building space-borne antennas for government and commercial applications. Products range from unfurlable mesh reflectors to steerable and phased array antennas, to reconfigurable payload solutions. Harris reflectors range in size from 0.2 meters to 22 meters, with frequencies from UHF to Ka-band.

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Harris also is playing a central role in developing tactical radio terminals that will provide MUOS satellite communications capability to the end user. MUOS capability will initially be provided via a software upgrade to the widely fielded Harris Falcon III AN/PRC-117G manpack radio platform. Of the Harris wideband radios already

deployed to users, more than 30,000 are ready to host the MUOS waveform software with no changes required to the radio’s hardware. The company’s new AN/PRC-158 multichannel radio, initially designed to compete for the U.S. Army’s HMS Manpack program, will also host the MUOS waveform.

Sailors assigned to Naval Computer and Telecommunications Area Master Station Pacific install the first of three new state-of-the-art Mobile User Objective System (MUOS) satellite dishes. The MUOS is a next-generation narrowband tactical satellite communications system intended to significantly improve ground communications for U.S. forces on the move. [Photo courtesy of U.S. Navy/by Mass Communication Specialist 2nd Class John W. Ciccarelli Jr.]

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Naval Strategy for the 21st Century ➥ Continued From pAGE 1 The Navy and Marine Corps’ fundamental mission is warfighting. Due to the threats from violent extremist organizations like ISIL, threats from North Korea and Iran, potential for opportunities and challenges with a rising China, and recent Russian aggression, the sea services—the U.S. Navy, Marine Corps and Coast Guard— must have the capabilities and capacities to defeat any adversary and defend the homeland and our allies and partners worldwide. The services’ number-one responsibility is to deter aggression and, if deterrence fails, to fight and win our nation’s wars. Because the maritime domain supports the bulk of the joint force’s forward deployment and sustainment, as well as enables the commerce that underpins the global economic system, the Navy and Marine Corps team places a significant premium on warfighting. To safeguard U.S. and partner nation interests, the Navy and Marine Corps team, as part of the joint force, must be prepared to oppose any nation’s actions that jeopardize access to and use of the global commons or that may threaten the security of our allies. Above all, we must provide U.S. combatant commanders with versatile and credible maritime forces. We will provide a modern and capable force that is “combat credible” because of its ability to project power against advanced air defenses, conduct and enable littoral/amphibious operations in opposed environments and establish blue-water dominance against highly capable surface, sub-surface and air threats. The Navy guarantees strategic nuclear deterrence through its fleet of ballistic missile submarines (SSBN). These submarines provide the United States with assured, precise, nuclear second-strike capability. We are always at sea, patrolling undetected, in constant communication ready to provide strike options to national command authorities at a moment’s notice. The Navy operates the most secure and survivable leg of the nuclear triad, and will maintain it at peak performance and readiness. The Navy and Marine Corps team will remain dominant as compared to potential adversaries and challengers. This means the capability to exert sea control when and where needed, to sustain operations in these areas indefinitely, to support and influence operations on land and to enable freedom of movement for a nation’s forces. It also means the capability 8

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to do high-performance tactical air operations, high-tempo surface and submarine operations, large-scale amphibious operations, power projection from the sea with precision strike (e.g., tactical aircraft, Tomahawk missiles), and joint and combined operations.

Where it Matters, When it Matters The U.S. Navy and Marine Corps are forward deployed primarily to project power into critical world regions when needed like when the president needed immediate options to curb ISIL’s advance last fall. Within 30 hours of being tasked, the USS George H.W. Bush carrier strike group was on station, and the strike group, together with the Marine Corps, then remained on station for 54 days as the only viable U.S. strike and power projection option. The Navy and Marine Corps also act to protect U.S. interests and citizens; reassure allies and partners of U.S. political and military commitment; deter potential aggressors; support humanitarian and disaster response needs; conduct counter-terrorism and maritime security operations; and respond to crises rapidly.

U.S. naval forces forward presence can be visible or invisible, large or small, provocative or peaceful, depending upon what best serves U.S. interests. The sight of a single U.S. warship in the harbor of a friend or a small rotational force of marines can serve as tangible evidence of U.S. close relations with or commitment to that country. The U.S. Navy and Marine Corps can modulate presence to exert the degree and kind of influence best suited to resolve the situation in a manner compatible with U.S. interests. In a crisis where force might be required to protect U.S. interests or evacuate U.S. nationals, but where visibility could provoke the outbreak of hostilities, U.S. naval forces can remain out of sight, over the horizon, ready to respond in a matter of minutes. Operating forward provides the president with immediate options to defend our interests, de-escalate hostilities, respond to crises and keep conflict far from our shores. Additionally, our forward naval forces reassure our allies, build trust with partners, and protect the strength of the U.S. economy by deploying with the credible combat power to enable the unimpeded flow of maritime commerce.

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Forward naval presence is central to everything we do. To ensure we remain forward— where it matters, when it matters—we are increasing the number of ships deployed overseas from an average of 97 ships (today) to about 120 ships by 2020. To sustain this global presence, we will increase forward-basing of forces abroad (e.g., Guam) and forward-deploying forces overseas (e.g., Japan and Spain) to reduce costly rotations and deployments while increasing in-theater presence; we will forward-operate forces from overseas locations like Singapore and Australia; and continue rotationally deploying forces from the United States. Forward naval presence allows us to focus our platforms and capabilities where they are needed most around the globe. We will continue rebalancing to the Asia-Pacific, maintain credible combat power in the Middle East, support our NATO allies and partners in Europe and build partner capacity in Africa and the Western Hemisphere.

Allies and Partners One of our advantages, as a nation and as a Navy, has been our extensive network of alliances, partnerships and coalitions. By leveraging the robust capacity of naval forces worldwide, we are better postured collectively to face new and emerging challenges in the 21st century. The value of a global network of navies is that it provides an open and adaptive architecture for facilitating both long-term cooperation and spontaneous, short-lived collaboration. This network can allow countries with converging interests in the maritime domain to form mission-focused goal-oriented associations to address common maritime security challenges. In the current economic environment, most navies are facing fiscal challenges at home. These challenges are forcing cuts or slowing growth in developing sea power to meet their respective needs. At the same time, security challenges in the maritime domain continue to grow. Accordingly, we will look for new ways to enhance relationships and form partnerships with traditional and nontraditional maritime partners who share a stake in international commerce, safety, security and freedom of the seas. Operating together, the sea services will find innovative and low-cost ways to respond to these emerging threats to regional and global stability. We will conduct more combined, multinational exercises with foreign navies to build capacity and interoperability. We will integrate our allies and partners into cooperative deployments and real-world operations. By practicing how we www.npeo-kmi.com

fight in peacetime with our allies and partners, we are better prepared to win should conflict arise.

Assure Global Access The Department of the Navy’s increased attention on assuring global access is in consonance with the 2015 National Security Strategy, which states: “Collective action is needed to assure access to the shared spaces—cyber, space, air and oceans—where the dangerous behaviors of some threaten us all.” The strategy describes a Navy and Marine Corps that will focus on assuring global access in order to thwart any effort to lock the United States out of important world regions and to enable us to fight and win should war be inescapable. To achieve this goal, the Defense Strategic Guidance unequivocally states, “The U.S. military will invest as required to ensure its ability to operate effectively in anti-access and area-denial environments.” Advanced as well as not-so-advanced weapons pose an anti-access/area-denial (A2/ AD) challenge to U.S. military access to the global commons and freedom of action within contested littorals. In peacetime, the country possessing A2/AD weapons clearly has leverage over its neighbors, which could reduce U.S. influence in important world regions. In crisis or war, A2/AD capabilities can make U.S. power projection more difficult. A2/AD threats comprise diverse capabilities including: ballistic and cruise missiles; sophisticated integrated air-defense systems; anti-ship weapons ranging from high-tech missiles to low-tech but still-dangerous mines and torpedoes; swarming boats; guided rockets, missiles,

and artillery; an increasing number of fifthgeneration fighters; low-observable manned and unmanned combat aircraft; and space and cyber warfare capabilities specifically designed to disrupt U.S. communications and intelligence systems. The United States and our allies and maritime partners must have the capability to carry out the full range of military operations in order to use the seas without threat or hindrance. Ensuring access and movements at sea is at the core of U.S. national security and remains an enduring mission for the joint force. As a result, our strategy establishes a new essential function—all-domain access—to ensure we organize, train, and equip our forces to overcome these threats and assure access and freedom of action in any domain (sea, air, land, space, cyberspace and the EM spectrum). All-domain access allows joint force maritime component commanders (JFMCC) to generate a range of options in all domains to defeat A2/ AD measures through synchronizing and integrating the capabilities that provide battlespace awareness, assured C2, integrated fires and electromagnetic maneuver warfare.

Asia-Pacific Rebalance The 2015 National Security Strategy states: “The United States has been and will remain a Pacific power … American leadership will remain essential to shaping the region’s longterm trajectory to enhance stability and security, facilitate trade and commerce through an open and transparent system, and ensure respect for universal rights and freedoms.” The Department of Defense prominently emphasized India’s role in the Asia-Pacific rebalance in DoD’s 2012 Defense Strategic Guidance “Sustaining U.S.

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Global Leadership: Priorities for 21st Century Defense,” which states that the United States’ “economic and security interests are inextricably linked to developments in the arc extending from the Western Pacific and East Asia to the Indian Ocean region and South Asia ...The United States is also investing in a long-term strategic partnership with India to support its ability to be a regional economic anchor and provider of security in the broader Indian Ocean.” Moreover, the convergence of strategic maritime interests in the Indian Ocean region to include the security of critical energy and trade routes, the denial of free passage to terrorists and weapons proliferators and the need for effective responses to natural disasters have led to a greater mutual desire for deeper naval and maritime cooperation between India and the United States. Without question, China is building a modern and regionally powerful navy with a modest but growing capability for conducting operations beyond China’s near-seas region. This creates both opportunities and challenges for the Navy. The issue at stake is the fundamental question of whether China will use its growing economic and military power to assert its interests without respect to international norms. The 2014 Quadrennial Defense Review (QDR) notes that, “the rapid pace and comprehensive scope of China’s military modernization continues, combined with a relative lack of transparency and openness from China’s leaders regarding both military capabilities and intentions.” This behavior contributes to tension and instability, potentially leading to miscalculation or even escalation. The U.S. sea services, through our continued forward presence and constructive interaction with Chinese maritime forces, reduce the potential for misunderstanding, discourage aggression and preserve our commitment to peace and stability in the region. Despite mounting U.S. concern, our nation seeks a positive, cooperative and comprehensive relationship with China that welcomes China’s ability to take on a responsible leadership role. The Navy and Marine Corps’ overall military concept is a balance of deterrence and encouragement, inviting the Chinese Navy to play a responsible and constructive role in promoting security and peaceful development and join in coalition operations, as it has in countering piracy in the Indian Ocean. The combination of the Asia-Pacific’s economic importance to the world economy, its proximity to U.S. security interests and its expansive geography require an increased U.S. 10

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naval presence to maintain our commitment to the stability of the region. Evolving challenges in the region—including the activities of China’s more modern navy and the proliferation of anti-access/area-denial—require that the Navy and Marine Corps maintain a coordinated, leading role in the region.

Building the Naval Force of the Future The new strategy describes how we will employ the Navy and Marine Corps and the principles we will use to build the naval force of the future. The employment of our naval forces remains innovative through forward basing, adaptive force packages tailored to regional environments and expanded engagements with our allies and partners like when we integrate allied ships or staffs into our strike group and marine expeditionary unit deployments. Our new strategy also describes a fleet of more than 300 ships—including 11 aircraft carriers, 14 ballistic missile submarines (to be replaced by 12 Ohio Replacement SSBN) and 33 amphibious ships—to support our global requirements and ensure we have flexible, agile and ready forces that deploy within a predictable employment model that has an ability to surge additional forces when required. Anything less than this would increase our risk, decrease forward presence and limit our warfighting advantages. If we were to return to sequester-level funding, Navy surgeready CSGs and ARGs would be insufficient to meet requirements. Gaps in presence and theater engagement requirements would present challenges to meet the Defense Strategic Guidance. They reduce our ability to meet security commitments to allies and partners, deter aggression and to conduct military operations. They also decrease our ability to be where it matters, when it matters. Some places you may see these gaps manifested include not being positioned to respond as quickly as in the past, not being able to take advantage of fleeting opportunities to destroy terrorist targets and not being as responsive in HA/DR as in the past. In building the future force, we will balance investments in readiness, capability and capacity to ensure we remain a capable and combat-ready force. We will invest in innovative platforms and systems that allow us to accomplish our missions at reduced cost, but not at a lowered capability. We will focus our resources on the capabilities that allow us to retain and improve our warfighting advantages.

Strategic Continuum The new strategy is part of a larger effort throughout the Navy to energize our existing culture of strategic thinking that has led to innovation and an increase in operational excellence. The strategy has already been instrumental in aligning our budget requirements and operational concepts. Our strategic culture will continue to yield naval operational concepts such as the Air-Sea Battle Concept (now Joint Concept for Access and Maneuver in the Global Commons (JAM-GC)), as well as new concepts of operations for Electromagnetic Maneuver Warfare, space and cyber operations and counter-swarm tactics. Additionally, the Navy is developing a classified annex to this strategy which will integrate existing efforts in expanding our warfighting capability in the demanding global environment that we see today. This classified annex will also exploit innovation and is expected to further inform the budget process. The strategic continuum will be further enhanced by the recent creation of a strategist subspecialty code which will ensure that sailors with the appropriate background occupy strategic billets while generating long-term expertise to foster additional strategic thinking, alignment and assessment. These subspecialists will form the foundation of our strategic continuum and enhance our strategic underpinnings through the alignment of strategic documents, iterative war-gaming, new concept development, coordinated messaging and engagements and further increase strategic linkages to the budget. The CNO has clearly met the challenge of energizing our culture of strategic thinking, and the new maritime strategy is just part of the continuum he has reinforced to generate the innovation and efficiencies required by our Navy today.

Conclusion Changes in the world since 2007, updated strategic guidance, and our current fiscal circumstances compelled us to revise the maritime strategy. Security threats have become more sophisticated and widespread and we face new and evolving threats from violent extremist organizations, threats from North Korea and Iran, a rising China and recent Russian aggression. Additionally, we face new and evolving challenges that threaten our access in cyberspace and in the global commons. To meet these challenges, we will continue emphasizing combat-credible forward naval www.npeo-kmi.com

presence—being where it matters, when it matters—as well as our commitment to allies and partners. We will continue to develop the global network of navies concept because we recognize that no one nation can meet these threats alone and every country can contribute in some way. Our historic naval functions— deterrence, sea control, power projection, and maritime security—remain essential to our strategy, but the security conditions in which we conduct them have changed. Our strategy adapts to the new world we face by emphasizing warfighting first. We have created a new essential function for naval forces—all-domain access—that will sharpen our ability to defeat the advanced technologies and strategies that would otherwise hold our forces at risk. In this manner, we will maintain appropriate freedom of action in any domain— sea, air, land, cyberspace, as well as the electromagnetic spectrum. We identify regional threats to guide how we will operate. We embrace innovation and efficiency in building a modern and capable force of more than 300 ships that will meet our national objectives. This strategy describes a Navy and Marine Corps team that is ready to meet and overcome the challenges of an increasingly dangerous world. Now and for the years to come, this force is ready to fight and win.

Coast Guard Vice Admiral Charles D. Michel’s Testimony Although the Coast Guard remains the smallest member of the nation’s armed services, its ability to balance its law enforcement and military authorities, capabilities, competencies and partnerships make it a unique and indispensable instrument of national security. The Coast Guard, one of the handful of operating components in the Department of Homeland Security (DHS), is a maritime force, performing a complementary and non-redundant set of maritime missions that are critical to fulfilling the wide-ranging goals of the Cooperative Strategy for 21st Century Seapower (CS21). CS21 details many shared strategic concepts that link directly to DHS and Coast Guard strategic priorities and missions. In addition to ongoing support the Coast Guard provides the Department of Defense (DoD) at the tactical, operational and strategic levels, the Coast Guard ensures the three maritime military services achieve strategic priorities in the critical areas of maritime security; all-domain access; and maintaining flexible, agile and ready forces. www.npeo-kmi.com

An Armed Force—From the Tactical to Strategic The Coast Guard, under both its Title 10 and Title 14 authorities, is at all times an armed force and maintains a state of readiness to function as a specialized service in support of the Navy in time of war. The Coast Guard actively partners with DoD at the strategic, operational and tactical levels as part of its Defense Operations mission. At the tactical level, Coast Guard cutters and aircraft are interoperable with the Navy, and use common communications and weapons systems. Specific deployed forces include six cutters that make up Coast Guard Patrol Forces Southwest Asia in the Persian Gulf, a port security unit guarding the harbor at Guantanamo Bay Naval Station, international training teams working with DoD around the world, and Coast Guard helicopters that conduct intercepts of low, slow-flying aircraft in the National Capital Region in support of the North American Aerospace Defense Command (NORAD). In domestic and international ports, the Coast Guard conducts maritime safety and security operations in support of military outloads to ensure safe and secure DoD force projection capability. At the operational level, the Coast Guard provides liaison officers to all the combatant commands and Coast Guard senior officers hold key leadership positions in U.S. Northern Command and U.S. Southern Command. At the strategic level, Coast

Guard personnel are assigned to office of the secretary of defense, the Navy Staff and the Joint Staff at the Pentagon, and the Commandant of the Coast Guard is invited to and participates in all meetings of the joint chiefs of staff. The Coast Guard also cooperates on numerous initiatives, including a Navy-Coast Guard National Fleet Policy and a Tri-Service Maritime Security Cooperation agreement with the Navy and the Marine Corps. The Coast Guard’s Ports, Waterways, and Coastal Security mission is another point of frequent interface with DoD. The Maritime Security Response Team, based in Chesapeake, Va., gives DHS and DoD additional capability to counter terrorist threats in the maritime environment. Eleven Maritime Security and Safety Teams give the Coast Guard the capability to surge anti-terrorism and force protection to ports around the country. Two Coast Guard Maritime Force Protection Units provide dedicated and robust surface protection for the Navy’s ballistic missile submarines transiting in and out of port in Kings Bay, Ga., and Bangor, Wash. Additionally, Port Security Units represent the Coast Guard’s expeditionary port security capability, able to deploy as part of a joint force in a combat environment.

Maritime Security As noted in CS21, maritime security operations protect sovereignty and maritime March 24, 2015

resources; support free and open seaborne commerce; and counter innumerable threats that seek to exploit the maritime domain, including: weapons proliferation, terrorism, transnational organized crime (TOC), piracy and unlawful seaborne immigration. As DoD rebalances efforts to address national security imperatives in the Asia-Pacific region, the importance of Coast Guard maritime security efforts in the Western Hemisphere become more essential to countering maritime threats on the approaches to our southern border. Moreover, the Coast Guard’s maritime presence, patrolling the approaches to our maritime borders and in the exclusive economic zone (EEZ) to protect living marine resources and the environment pays dividends beyond strictly Coast Guard missions and improves our national security through early awareness of threats to our maritime sovereignty. As part of the President’s strategy to enhance stability, prosperity, and governance in Central America, the Coast Guard is repositioning legacy forces and investing in the people and platforms necessary to carry out an offensive strategy that targets TOC networks, operating with impunity throughout the Central American region, and disrupts these criminal network operations where they are most vulnerable—at sea. The Coast Guard's Western Hemisphere Strategy, which follows the president’s strategy, outlines the service’s approach to ensuring regional maritime security in our primary operating area. It follows in turn, as CS21 notes, a proper force-sizing construct is critical to ensuring the capability and capacity to meet mission requirements in our operating area, and necessitate a fleet size of 91 national security, offshore patrol and fast response cutters. The Coast Guard enjoys strong partnerships with U.S. Southern Command, Joint Interagency Task Force South and U.S. Northern Command; all are critical partners in achieving our national security goals in the Western Hemisphere. In response to TOC networks and instability in Central America, the Coast Guard recently surged cutter and maritime patrol aircraft forces to the Western Hemisphere Transit Zone. This allows U.S. Navy assets to rebalance to support the president’s direction with their inherent capabilities. The Coast Guard is also playing a major role in DHS’s Southern Border and Approaches Campaign Plan. This plan establishes three DHS Joint Task Forces that will unify DHS components’ operational 12

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activities, resulting in a joint effort and a better interface with DoD commands. One of the DHS joint task forces will be led by a Coast Guard vice admiral and the Coast Guard will support the leaders of the other two with senior officers.

All-Domain Access The Coast Guard plays a unique role in achieving all domain access, as envisioned in CS21. The Coast Guard’s ability to operate in the polar regions, its unique authorities and international partnerships, and its broad roles and missions in the cyber domain directly support shared objectives to ensure all-domain access across the globe. Diminishing ice coverage is leading to increased maritime activity in the Arctic. Ice operations and several other Coast Guard missions, including marine environmental protection, search and rescue, marine safety, living marine resources, aids-to-navigation, defense readiness and other law enforcement, will need to evolve as the changes occur. Tourism activity may increase demands for Coast Guard response resources. The Arctic is also extremely rich in natural resources, which adds to its geostrategic significance. The challenges posed by polar environments demand specialized capabilities and personnel who are trained and equipped to operate in the most unforgiving places on Earth. With reactivation of Polar Star, the Coast Guard has returned to breaking out a channel, and escorting petroleum and break bulk carriers, to resupply the U.S. base of operations in McMurdo Sound. Polar Star is the only ice breaker in the U.S. fleet capable of conducting this mission and providing assured access. As recognized in CS21, achieving access in all domains begins in peacetime, through security cooperation engagements with the naval and maritime forces of our allies and partners. As part of the Coast Guard’s International Security Sector Assistance efforts, Coast Guard personnel are engaged with partner nations across the globe. Currently serving in 29 countries, Coast Guard personnel perform a variety of duties internationally, serving as international port security liaison officers, Coast Guard liaison officers, security assistance officers, security cooperation officers, maritime advisors and Coast Guard attachés. Moreover, the Coast Guard has over 40 bilateral law enforcement agreements and arrangements,

as well as numerous other instruments that support a variety of security objectives. As part of the DoD information network, the Coast Guard coordinates network defense activities with DoD and U.S. Cyber Command. As mandated by the Maritime Transportation Security Act of 2002, the Coast Guard is the DHS component charged with preventing and responding to transportation security incidents that take place in the maritime domain. As the sector-specific agency for the maritime mode of the transportation systems sector, the Coast Guard plays a critical role in helping to protect public and private maritime infrastructure owners and operators from cyber threats. This year, the Coast Guard will release a cyber strategy that will provide greater detail on our strategic priorities in the cyber domain.

Forward, Engaged, Ready I thank you for the opportunity to appear before you today. As the strategy states, the Coast Guard is forward deployed, engaged and ready. The Coast Guard is operating in the Caribbean and Eastern Pacific to counter drug smuggling and criminal networks; it is forward in the Pacific and Bering Sea conducting fisheries patrols and enforcing the law in our exclusive economic zone; and it is forward in the Persian Gulf working with U.S. Central Command providing maritime security. The Coast Guard also deploys mobile training teams around the world training partner nations to provide security for themselves. In addition, the Coast Guard leverages numerous bilateral agreements and arrangements to address counter-narcotics, illegal migration, fisheries enforcement and weapons proliferation beyond the limits of our territorial sea, including in territorial seas of other nations that have given their consent. The Coast Guard is ready and “on call 24/7”, both at home and abroad, to counter threats, and to do so with the Navy and Marine Corps in a complementary and non-redundant manner. Critical to remaining forward, engaged and ready are investments in the offshore patrol cutter (OPC) acquisition improved marine and aviation capabilities, integrated command and control systems, and a proficient workforce. In closing, the Coast Guard remains an adaptable sea service firmly committed to our role as an armed force carrying out maritime missions in service to the nation. www.npeo-kmi.com

Navy Shipbuilding over the year. This included Rim of the Pacific, an exercise off Hawaii that featured participants from 22 nations (including China for the first right balance across capacity, capability, readiness and the industrial time), and the international mine countermeasures exercise in the 5th base. Fleet’s arena in and around the Arabian Gulf that included participants Though budget issues have challenged the department, our sailors from 44 nations. In addition, the Marine Corps deployed numerous other and Marines deployed around the world continued to perform the misunits globally. The newly developed Marine Security Guard Security sion and operate forward, being where it mattered when it mattered. Augmentation Unit deployed 29 times during 2014 to augment posts at Among these missions, the George H.W. Bush strike group relocated the request of the State Department to a variety of embassies. Marine from the Arabian Sea to the north Arabian Gulf and was on-station withRotational Force-Darwin based in Darwin, Australia, conducted bi-lateral in 30 hours, ready for combat operations in Iraq and Syria. Navy and training and exercises. The Black Sea Rotational Force continued their Marine strike fighters from the carrier generated 20 to 30 combat sorties enduring activities in the European Command area of operations and fleet each day for 54 days to project power against the Islamic State of Iraq. anti-terrorism security teams provided forward-deployed platoons to four The George Washington strike group also provided disaster relief to the GCCs in support of dynamic mission tasking such as embassy reinforcePhilippines in the wake of the Super Typhoon Haiyan approximately a ment in Baghdad, Iraq. year ago. USS Truxton established a U.S. presence and reassured our The department’s FY16 budget represents the bare minimum to exallies in the Black Sea within a week after Russia invaded Crimea. USS ecute the DSG in the world we face, but still results in high risk in two of Fort Worth, on her maiden deployment, joined USS Sampson in support the most challenging DSG missions that depend on adequate numbers of of the Indonesia-led search effort for Air Asia flight 8501 within days of modern, responsive forces. The principal risk to the department’s ability arrival in theater. to meet the DSG remains the uncertainty in future funding, which affects our planning and the ability to balance near- and long-term readiness and capability. The FY14 president’s budget was the last budget submission to fully meet all of the missions of the DSG. The department made difficult, strategy-based choices to reprioritize within available resources, but that is not sustainable. The FY13 sequestration was manageable in part because of key budget reprogramming actions made by the department with congressional support. In order to accomplish this, however, the department applied mitigating actions to ships in execution and deferred costs to future years in order to avoid breaking programs. While the Bipartisan Budget Act of 2013 (BBA) provided some relief from sequestrationlevel funding in FY14 and FY15, significant shortfalls remained compared to the FY14 president’s budget. The aircraft carrier USS Carl Vinson (CVN 70), left, and the French nuclear aircraft carrier Charles de Gaulle (R91) transit The department was compelled to further reduce the the Northern Arabian Gulf in support of Operation Inherent Resolve. [Photo courtesy of U.S. Navy/by Mass Communication Specialist 2nd Class Scott Fenaroli] capability of weapons and aircraft, slow modernization and delay upgrades to all but the most critical Marine Corps units deployed to every geographic combatant comshore infrastructure. As a result, the department is challenged with mainmand (GCC) and executed numerous theater security cooperation (TSC) tenance backlogs, compressed training for modernization and impacts on exercises to help strengthen relationships with allies and build partner our people and their families due to extended deployments. capacity. Marine Corps special purpose marine air-ground task force If sequestration returns in FY16, a revisit and revision of the defense (MAGTFs) and ship-based Marine expeditionary units also responded strategy would be necessary. With limited ability to mitigate the impacts to emergent crises in Sudan, Iraq and Libya, and most recently off the as we did in FY13, sequestration in FY16 would force the department to coast of Yemen to participate in strikes or reassure American allies. further delay critical warfighting capabilities, reduce readiness of forces Innovative force packages were provided to the GCCs with special purneeded for contingency response, further downsize weapons capacity pose MAGTF crisis response for the Middle East and Africa. These fully and forego or stretch force structure procurements as a last resort. The capable ground-based MAGTFs responded to crisis when called upon Marine Corps would assume additional significant risk in long-term modin a matter of hours to reinforce or evacuate embassies in South Sudan ernization and infrastructure sustainment, delay of major acquisition proand Libya. Furthermore, in December, the Marines turned over control grams, forced sustainment of aged legacy systems resulting in increased of Regional Command Southwest and redeployed its last combat forces operations and support costs, as well as further detrimental impacts to from Afghanistan, and remain committed to support the continuing readiness, which will lead to morale issues and quality of life degradation. North Atlantic Treaty Organization efforts. The department’s capability and capacity to meet operational requireThe department maintained a steady pace of over 200 engagements, ments over the long term will be reduced, including our ability to deploy more than 30 amphibious operations, 150 TSC events and 130 exercises forces on the timeline required by GCCs in the event of a contingency.

➥ Continued From pAGE 1

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The Fiscal Year 2016 President’s Budget Request The FY16 president’s budget submission continues to balance force structure, readiness and capability to meet national security commitments. The department’s shipbuilding plan is built around stability, balancing near- and long-term requirements to enable efficient planning and procurement, improve cost performance and sustain the critical shipbuilding and supplier industrial base. A brief overview of Navy shipbuilding programs follows. Shipbuilding The FY14 update to the 2012 Force Structure Assessment (FSA) to meet the Department of the Navy’s required missions in support of the DSG, has increased the objective to 308 ships to account for evolving force structure decisions and real-world changes to assumptions made in 2012. The department’s FY16 shipbuilding plan continues to build toward the balanced force required by the FSA. As such, the FY16 president’s budget requests funding for nine ships: two Virginia-class attack submarines, two DDG 51 Arleigh Burke-class destroyers, three littoral combat ships (LCS), the first next-generation logistics fleet resupply ship T-AO(X), and the remaining funding for the amphibious transport dock (LPD 28) that Congress added in FY15. The FY16 submission for the Future Years Defense Program (FYDP), FY16 to FY20, plans for the procurement of 48 ships. Additionally, the budget request includes funding for the aircraft carrier USS George Washington’s refueling and complex overhaul (RCOH). An additional key component of our budget submission is the modernization of 11 cruisers, which are the most capable ships for controlling the air defense of a carrier strike group. The Navy’s cruiser modernization plan in accordance with FY15 congressional direction will allow the Navy to reduce some funding requirements while increasing the capability and extending the service life of our large surface combatants. The key elements of the FY16 shipbuilding plan will now be discussed for each area of the plan. Aircraft Carriers Our aircraft carriers are central to our nation’s defense strategy, which calls for forward presence; the ability to simultaneously deter The Nimitz-class aircraft carrier USS George Washington (CVN 73), left, under way in formation with the Japan Maritime Self-Defense Force Kongou-class guided-missile destroyer JS Kirishima (DDG 174) during exercise Keen Sword 15. [Photo courtesy of U.S. Navy/by Mass Communication Specialist Seaman Alonzo M. Archer]

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potential adversaries and assure our allies; and capacity to project power at sea and ashore. These national assets are equally capable of providing our other core capabilities of sea control, maritime security, and humanitarian assistance and disaster relief. Our carriers provide our nation the ability to rapidly and decisively respond globally to crises, with a small footprint that does not impose unnecessary political or logistical burdens upon our allies or potential partners. Nimitz- and Ford-class carriers will be the premier forward-deployed asset of choice for crisis response and early decisive striking power in major combat operations for the next half century. The department has established a steady state Ford-class procurement plan designed to deliver each new ship in close alignment with the Nimitz-class ship it replaces. The design improves warfighting capability, survivability, operational availability and quality of life for sailors, while reducing the ship’s crew by between 500 and 900 personnel and decreasing total ownership costs by approximately $4 billion per ship. Gerald R. Ford (CVN 78), the lead ship of the class, was launched in November 2013. As of January 2015, CVN 78 is 87 percent complete; 37 percent of compartments have been turned over to the crew; 9.4 million feet of the 9.8 million feet of cabling (96 percent) has been installed; and 36 percent of the shipboard testing program is complete. CVN 78 land-based catapult testing commenced in December 2014. CVN 78 is planned for delivery in FY16. The Navy is committed to delivering CVN 78 within the $12.887 billion congressional cost cap. Sustained efforts to identify cost reductions and drive improved cost and schedule on this first-of-class aircraft carrier have resulted in highly stable performance since 2011. Parallel efforts by the Navy and shipbuilder are driving down and stabilizing aircraft carrier construction costs for the future John F Kennedy (CVN 79) and estimates for the future Enterprise (CVN 80). As a result of the lessons learned on CVN 78, the approach to carrier construction has undergone an extensive affordability review. The Navy and the shipbuilder have made significant changes on CVN 79 to reduce the cost to build the ship as detailed in the 2013 CVN 79 report to Congress. The benefits of these changes in build strategy and resolution of first-of-class impacts on CVN 79 are evident in metrics showing significantly reduced manhours for completed work from CVN 78. These efforts are ongoing and additional process improvements continue to be identified. The Navy extended the CVN 79 construction preparation contract into 2015 to enable continuation of ongoing planning, construction, and material procurement while capturing lessons learned associated with lead ship construction and early test results. The continued negotiations of the detail design and construction (DD&C) contract afford an opportunity to incorporate further construction process improvements and cost reduction efforts. Award of the DD&C contract is expected in third quarter FY15. This will be a fixed-price-type contract. Additionally, the Navy will deliver the CVN 79 using a two-phased strategy. This enables select ship systems and compartments to be completed in a second phase, wherein the work can be completed more efficiently through competition or the use of skilled installation teams responsible for these activities. This approach, key to delivering CVN 79 at the lowest cost, also enables the Navy

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to procure and install shipboard electronic systems at the latest date possible. The FY14 National Defense Authorization Act (NDAA) adjusted the CVN 79 and follow ships cost cap to $11,498 million to account for economic inflation and non-recurring engineering for incorporation of lead ship lessons learned and design changes to improve affordability. In transitioning from first-of-class to first-follow ships, the Navy has maintained Ford-class requirements, and the design is highly stable. Similarly, we have imposed strict internal controls to drive changes to the way we do business in order to ensure CVN 79 is delivered below the cost cap. To this same end, the FY16 president’s budget request aligns funding to the most efficient build strategy for this ship and we look for Congress’ full support of this request to enable CVN 79 to be procured at the lowest possible cost. Enterprise (CVN 80) will begin long lead time material procurement in FY16. The FY16 request re-phases CVN 80 closer to the optimal profile, therefore reducing the overall ship cost. The Navy will continue to investigate and will incorporate further cost reduction initiatives, engineering efficiencies and lessons learned from CVN 78 and CVN 79. Future cost estimates for CVN 80 will be updated for these future efficiencies as they are identified. With more than half of the service life of the Nimitz class still remaining, RCOH continues as a key enabler for the enduring presence of the aircraft carrier Fleet. USS Abraham Lincoln (CVN 72) completed her RCOH undocking in November 2014. This year’s budget request restores funding for the USS George Washington (CVN 73) RCOH. The CVN 73 30-month RCOH advanced planning, long lead time material procurement, engineering, and early fabrication contract was awarded in February 2015. Submarines Submarines’ stealth and ability to conduct sustained forwarddeployed operations in anti-access/area-denial environments serve as force multipliers by providing high-quality intelligence, surveillance and reconnaissance (ISR) as well as indication and warning of potential hostile action. In addition, attack submarines are effective in anti-surface warfare (ASuW) and undersea warfare in almost every environment, thus eliminating any safe haven that an adversary might pursue with accessdenial systems. As such, they represent a significant conventional deterrent. The Navy is mitigating an impending attack submarine force structure shortfall in the 2020s through multiple parallel efforts: continuing procurement of two Virginia-class submarines per year; reducing the construction span of Virginia-class submarines; extending the service lives of select attack submarines (SSN 688s) with the potential to eliminate 10 to 15 attack submarine (SSN) years from the SSN shortfall of 51 years. While each of the Navy’s attack submarines provides considerable strike capacity, guided missile submarines (SSGN) provide substantially more strike capacity and a robust capability to deploy special operations force (SOF) personnel. Lastly, the Navy’s 14 ballistic missile submarines (SSBNs) provide the nation with an around-the-clock, credible, modern and survivable sea-based strategic deterrent. SSBNs, coupled with the Trident II D-5 strategic weapons system, represent the most survivable leg of the nation’s strategic arsenal and provide the nation’s most assured nuclear response capability. Originally

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Sailors manning the bridge of the Ohio-class ballistic missile submarine USS Henry M. Jackson. [Photo courtesy of U.S. Navy/by Lt. Cmdr. Brian Badura]

designed for a 30-year service life, the Ohio class was extended to its limit at 42 years of operation. With the Ohio-class SSBNs being an average of 25.5 years old, the U.S. must continue development of the follow-on 12-ship Ohio Replacement (OR) SSBN program as the current SSBNs’ life cycles cannot be extended further. This is our top-priority program within the Department of the Navy. The FY16 president’s budget requests full funding of two Virginiaclass submarines and advanced procurement for the FY17 and FY18 vessels. The Virginia-class submarine program has delivered the last seven ships on budget and ahead of schedule. The last ship delivered, USS North Dakota (SSN 784), included a completely redesigned bow section as part of the Design for Affordability efforts, an approximate 20 percent design change. Additionally, USS North Dakota delivered with the highest quality of any Virginia-class submarine to date. The Navy awarded the Block IV contract in April 2014 for 10 ships. It continues the coproduction of the Virginia-class submarines between General Dynamics Electric Boat and Huntington Ingalls Industries-Newport News Shipbuilding through FY18. The savings realized with this multiyear procurement (MYP) contract was over $2 billion, effectively giving the Navy 10 ships for the price of nine. In December 2012, the Navy awarded a research and development (R&D) contract for OR SSBN which focuses on meeting the program’s performance requirements while reducing costs across design, production, and operations and sustainment. The lead ship recurring estimate was reduced to $6.2 billion constant year (CY) ($8.8 billion then year (TY)) dollars from $6.8 billion CY ($10.0 billion TY) dollars. The average follow-on ship recurring cost estimate was reduced to $5.2 billion CY ($9.8 billion TY) dollars from $5.4 billion CY ($10.5 billion TY) dollars. The non-recurring cost estimate is $17.1 billion CY ($22.4 billion TY). Cost reduction efforts continue and bring the Navy closer to its cost goals. The cost reduction efforts will continue throughout the design and construction phases. The FY16 president’s budget requests funding to continue development of the OR SSBN and ensures common missile compartment efforts remain on track to support the United Kingdom’s Successor Program’s schedule. Given the need to recapitalize this strategic asset, coupled with the ongoing need to support Navy force structure, the Navy continues to pursue the means to resource construction of the OR SSBN in accordance with the schedule to fulfill U.S. Strategic

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Command requirements. The first of class is to be procured in 2021, with Shipbuilding and Conversion, Navy (SCN) advanced procurement in 2019 and 2020. The Navy continues to need significant increases in our topline beyond the FYDP, not unlike that during the period of Ohio construction, in order to afford the OR SSBN procurement costs. Absent a significant increase to the SCN appropriation, OR SSBN construction will seriously impair construction of virtually all other ships in the battle force: attack submarines, destroyers and amphibious warfare ships. The shipbuilding industrial base will be commensurately impacted and shipbuilding costs would spiral unfavorably. The resulting battle force would fall markedly short of the FSA, unable to meet fleet inventory requirements. The National Sea-Based Deterrence Fund is a good first step in that it acknowledges the significant challenge of resourcing the OR SSBN, but the fund is unresourced. In addition to the Department of the Navy’s budget request, the continued support of Congress for Naval Reactors’ Department of Energy (DoE) funding is vital to the Navy mission and ensuring the safe, reliable and enduring operations of the nuclear-powered fleet. The president’s FY16 DoE budget fully funds Naval Reactors’ request for the OR SSBN. This funding is critical to maintain the reactor design and development in synch with the Navy shipbuilding schedule to support lead ship procurement in 2021. The DoE budget submission also provides full funding for refueling the land-based prototype. This effort not only supports development of the OR SSBN life-of-the-ship core, but also ensures Naval Reactors continues to train about 1,000 nuclear-qualified sailors per year for the next 20 years. Naval Reactors’ DoE budget also includes the second year of funding for the Spent Fuel Handling Project. Recapitalizing this facility is critical to the Navy’s tight refueling and defueling schedule of nuclear-powered aircraft carriers and submarines. The Navy’s four SSGNs provide significant warfighting capability, but will be retired in 2026-2028 after 42 years of combined SSBN/SSGN service. To mitigate the 60 percent reduction in undersea strike capacity when they retire, the Navy is investing in Virginia payload module (VPM) that will include a hull insert amidships of a Virginia-class submarine that will contain four 87-inch diameter missile tubes each capable of launching seven Tomahawk cruise missiles. The FY16 president’s budget continues VPM R&D and starts SCN funding in FY17 for detail design efforts to enable integrating VPM into Block V Virginia-class SSNs, one per year starting in FY19. Large Surface Combatants Guided missile cruisers (CGs) and guided missile destroyers (DDGs) comprise our large surface combatant fleet. When viewed as a whole, these ships fulfill broad mission requirements both independently and in conjunction with a strike group. The demands for increased capability and capacity in ballistic missile defense (BMD) and integrated air and missile defense (IAMD) continue to be a focal point. In order to meet the increased demand for BMD, in FY14, the Navy forward deployed two BMD capable DDGs, USS Donald Cook (DDG 75) and USS Ross (DDG 71) to Rota, Spain. USS Carney (DDG 64) and USS Porter (DDG 78) will arrive in FY15. Two additional BMD ships will homeport shift to Yokosuka, Japan in 2015 and 2016, USS Benfold (DDG 65) and USS Barry (DDG 52). The anti-submarine warfare (ASW) combat systems on DDGs and

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CGs are also being upgraded, bringing significant improvements over legacy systems. The Arleigh Burke-class (DDG 51) program remains one of the Navy’s most successful shipbuilding programs—62 ships are currently operating in the fleet. The FY16 president’s budget includes funding for two destroyers to execute the fourth year of the current MYP. One of these ships will incorporate IAMD and provide additional BMD capacity, and the other ship will introduce the next flight upgrade known as Flight III, which incorporates the air and missile defense radar (AMDR), with both ships bringing additional capability to the fleet when they deliver in the early FY20s. AMDR and Flight III are essential for future sea-based BMD. The FY16 president’s budget also includes funding to complete the construction of Thomas Hudner (DDG 116) to restore program funding removed by the FY13 sequestration. AMDR is the future multimission radar of the Navy’s surface combatant fleet, which will meet the growing ballistic missile threat by improving radar sensitivity and enabling longer range detection for engagement of increasingly complex threats. In October 2013, the Navy awarded the contract for development of the AMDR, with options for up to nine low-rate initial production (LRIP) units. The AMDR radar suite will be capable of providing simultaneous surveillance and engagement support for long range BMD and area defense. The program continues to demonstrate maturity in the design development as shown in successful completion of the AMDR hardware critical design review (CDR) in December 2014 and is on track for the system CDR in April 2015. Engineering change proposal (ECP) detail design efforts for the DDG Flight III design will continue in FY16, ultimately leading to over 90 percent detail design completion prior to construction on the first Flight III ship. The DDG 1000 Zumwalt-class guided missile destroyer will be an optimally crewed, multimission, surface combatant designed to provide long-range, precision, naval surface fire support to Marines conducting littoral maneuver and subsequent operations ashore. In addition to the ship’s two 155 mm advanced gun systems capable of engaging targets with the long range land attack projectiles (LRLAP), the ship will be capable of conducting ASW, land attack, and will provide valuable advancements in technology such as signature reduction (both acoustic and radar cross-section), active and passive self-defense systems, enhanced survivability features, and shipboard

The Arleigh Burke-class guided-missile destroyer USS Michael Murphy (DDG 112) is one of the Navy’s most successful programs. [Photo courtesy of U.S. Navy/by Mass Communication Specialist 2nd Class Daniel M. Young]

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automation (in support of reduced manning). The DDG 1000 program accomplished several construction milestones in 2014 with significant test and activation efforts continuing for the ship’s propulsion and power plants. DDG 1000 sea trials will be conducted this year in preparation to enter the fleet in 2016. The FY16 budget requests funds to continue the DDG 1000 program. Small Surface Combatants The littoral combat ship (LCS) enables the Navy to implement the DSG imperative to develop innovative, low-cost and small-footprint approaches to achieve our security objectives. The modular, open systems architecture inherent in LCS allows for rapid integration of technological solutions that increase capability at reduced cost. The LCS complements our inherent blue-water capability and fills warfighting gaps in the littorals and strategic choke points around the world. LCS design characteristics (speed, agility, shallow draft, payload capacity, reconfigurable mission spaces, air/water craft capabilities) combined with its core command, control, communications, computers and intelligence; sensors; and weapons systems, allow LCS to bring unique strengths and capabilities to the mission. In February 2014, Secretary Hagel capped LCS at 32 ships, pending an evaluation of the alternatives to increase the lethality and survivability of future small surface combatants. In December 2014, Secretary Hagel approved the Navy’s proposal to procure a small surface combatant based on an upgraded LCS. The upgraded LCS will provide multimission ASuW and ASW, as well as continuous and effective air, surface and underwater self-defense. As these capabilities are generally consistent with those of a frigate, the secretary of the Navy directed re-designation of upgraded LCS to frigates (FF). The FY16 president’s budget requests funding for concept development and design for improved survivability and lethality performance in the Navy’s future frigate. The FY16 request also includes funding for three LCS class ships. The Navy plans to extend the FY10-15 block buy contract to include the first ship in FY16, and use the competitive pricing from the block buy to obtain option prices for the remaining two FY16 ships. Furthermore, the FY16 request includes funding to complete construction on LCS 9 through LCS 12, which was deferred due to sequestration in FY13. The LCS Mission Modules (MM) program continues its efforts to field capability incrementally as individual mission systems become

available, rather than wait for all the mission systems needed for the end-state capability. The direction from Secretary Hagel does not affect the near-term content and funding needs of the LCS MM program. The Navy still must continue to procure mission packages (MP) for fielding aboard LCS 1-32. In addition, the future frigates will retain specific mission module capabilities to augment the ships’ organic ASuW and ASW, as directed by the fleet commanders. In November 2014, the program declared initial operational capability (IOC) for the surface warfare (SUW) MP after successful testing onboard USS Fort Worth (LCS 3) in April 2014. The mine countermeasure (MCM) MP completed its final increment 1 developmental test event in October 2014. The MCM MP is currently scheduled for technical evaluation and initial operational test and evaluation (IOT&E) in 2015. The ASW MP successfully completed its initial integration test onboard USS Freedom (LCS 1) in September 2014, with operational testing scheduled to begin in 2016. This early operational test event will reduce integration risk through real-world, at-sea testing of the advanced development model (ADM). A subsequent early deployment of the ASW MP ADM aboard USS Freedom (LCS 1) in 2016 will further prove out the capabilities of the ASW MP. Operational testing will culminate in IOT&E in 2017. Significant developmental and operational testing has already been accomplished on both variants, with embarked ASW, MCM and SUW MPs. The LCS and ASW MP performed as predicted and marked the first time an LCS has tracked a submarine with variable depth sonar and a multi-function towed array. USS Freedom (LCS 1) also served as the test platform for the Surface Electronic Warfare Improvement Program Block Two-Lite engineering development model (EDM) installation and testing. The FY16 president’s budget requests funding for five MPs (two MCM, two SUW, and one EDM for ASW). The LCS, with a MP, provides capability that is equal to or exceeds the current capability of the ships that it is replacing. With four LCS in-service, operational experience continues through at-sea testing, operations and rotational deployments. USS Fort Worth’s deployment marks the beginning of continuous LCS forward presence in southeast Asia, and will validate the class 3:2:1 (three crews, two ships, one ship always forward deployed) rotational manning and crewing concept and mark the first deployment of the Navy’s MH-60R Seahawk helicopter along with the MQ-8B Fire Scout on an LCS. Amphibious Ships

The littoral combat ships (here the USS Fort Worth (LCS 3)), were recently redesignated as frigates. [Photo courtesy of U.S. Navy/by Mass Communication Specialist 2nd Class Daniel M. Young]

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Amphibious ships operate forward to support allies, respond to crises, deter potential adversaries and provide the nation’s best means of projecting sustainable power ashore; they also provide an excellent means for providing humanitarian assistance and disaster relief. Amphibious forces comprised of sailors, Marines, ships, aircraft and surface connectors provide the ability to rapidly and decisively respond to global crises without a permanent footprint ashore that would place unnecessary political or logistical burdens upon our allies or potential partners. There are two main drivers of the amphibious ship requirement: maintaining persistent forward presence, which enables both engagement and crisis response, and delivering the assault echelons of up to two Marine expeditionary brigades (MEB) for joint forcible entry operations.

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The chief of naval operations and commandant of the Marine Corps have determined that the force structure for amphibious lift requirements is 38 amphibious ships, fiscally constrained to 33 ships. Balancing the total naval force structure requirements against fiscal projections imposes risk on meeting this requirement. Based on the footprint of a 2.0 MEB assault echelon force, a minimum of 30 operationally available ships are necessary to provide a force made up of 10 amphibious assault ships (LHD/LHA), 10 amphibious transport docks (LPD) and 10 dock landing ships (LSD). The FY16 shipbuilding plan will result in a projected amphibious ship force structure of at least 31 ships in the near term and maintains at least 33 ships throughout the 2020s and 2030s. At the end of FY16, the amphibious force structure will be 31 ships, which includes nine LHD/LHAs, 10 LPDs and 12 LSDs. LHA(R) class ships are flexible, multimission platforms with capabilities that span the range of military operations—from forward-deployed crisis response to forcible entry operations. These ships will provide the modern replacements for the remaining LHA 1 Tarawa class ship and the aging LHD 1 Wasp-class ships as they begin decommissioning in the late 2020s. USS America (LHA 6) and Tripoli (LHA 7) are optimized for aviation capability and do not include a well deck. USS America delivered to the Navy in April 2014 and was commissioned in October 2014. LHA 7 is currently under construction and will deliver in 2018. LHA 8, the first Flight 1 ship, will have a well deck to increase operational flexibility and a smaller island that increases flight deck space to retain aviation capability. LHA 8 is funded in FY17 and FY18, and is planned for delivery in FY24. LHA 8 will be competed as part of an amphibious and auxiliary shipbuilding acquisition strategy to support stability and affordability for this sector of the industrial base. The Navy expanded the early industry involvement efforts for the LHA 8 design and initiated a phased approach to the design for affordability of amphibious ships. FY14 funding enabled affordability efforts that foster an interactive competition with industry partners in developing a more affordable, producible detail design and build strategy, and drive towards more affordable ships. The San Antonio class (LPD 17) provides the ability to embark, transport control, insert, sustain and extract elements of a MAGTF and supporting forces by helicopters, tilt rotor aircraft, landing craft, and amphibious vehicles. Two ships are under construction, John P. Murtha (LPD 26) and Portland (LPD 27), and will deliver in spring 2016 and summer 2017, respectively. The FY15 Consolidated and Further Continuing Appropriations Act provided $1 billion of funding toward a 12th ship of class, LPD 28. The FY16 president’s budget requests the balance of funding for LPD 28, and cost to complete funding for LPD 27. The program will include targeted cost reduction initiatives to improve affordability of the ship. Procurement of LPD 28 will assist in mitigating some impacts to shipbuilding and combat systems industrial bases. LPD 28 will possess all of the key fundamental capabilities and characteristics associated with LPDs 17 through 27, to include command and control, aviation operations and maintenance, well deck operations, and medical. There are fact of life changes due to obsolescence which need to be incorporated. LPD 28’s design and construction features will, at the same time, exploit many of the ongoing LX(R) design innovations and cost reduction initiatives that are necessary for the program to achieve affordability goals while maintaining the high-level capabilities of the LPD 17 class.

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The amphibious assault ship USS America (LHA 6) is under way off the coast of San Diego preparing for final contract trials. [Photo courtesy of U.S. Navy/by Mass Communication Specialist 2nd Class Jonathan A. Colon]

LX(R) is the replacement program for the landing ship dock, LSD 41 and LSD 49 classes, which will begin reaching their estimated service life in the mid-2020s. The analysis of alternatives report was completed in April 2014. After thorough analysis, the department has determined that using a derivative of the LPD 17 hull form is the preferred alternative to meet LX(R) operational requirements. This determination sustains the program’s focus on requirements, affordability and total ownership cost. Program focus during FY16 will be to finalize the requirements in the capability development document and execute contract design efforts to meet acquisition milestones for procurement of the lead ship in FY20. The LX(R) contract design effort is part of the Navy’s recent announcement of its acquisition strategy for the LHA 8, six T-AO(X) ships, and LX(R) contract design. Both General Dynamics NASSCO and Huntington Ingalls Industries, Ingalls Shipbuilding will participate in this limited competition. LX(R) is envisioned to be a flexible, multimission warship with capabilities that support execution of the full range of military operations. The need to support disaggregated or split operations away from the amphibious readiness group or to deploy independently is a key driver for the design of the ship class. The inherent flexibility of amphibious ships is demonstrated by their support to seven of the 10 missions in the DSG. LX(R) will be a versatile, cost-effective amphibious ship—a success story in leveraging mature design while balancing cost and requirements to deliver key capabilities. The lead LX(R) will deliver in time for LSD 43’s retirement in FY27. The Navy plans to maintain 11 deployable LSDs in the active force until LX(R) delivers by rotating three LSDs to complete phased modernizations beginning in FY16. This will extend USS Whidbey Island (LSD 41), USS Germantown (LSD 42) and USS Tortuga (LSD 46) to a 44-year expected service life. This plan mitigates presence shortfalls and supports 2.0 MEB assault echelon shipping requirements. Auxiliary Ships Support vessels such as the mobile landing platform (MLP) and the joint high speed vessel (JHSV) provide additional flexibility to the combatant commanders. The future USNS Lewis B. Puller (MLP 3), the first afloat forward staging base (AFSB) variant, was christened in February 2015, and will deliver in summer 2015. USNS Montford Point (MLP 1) completed its integrated testing and evaluation phase this past fall and the Navy continues to explore further use beyond maritime prepositioning force to facilitate expeditionary operations. The Navy awarded MLP 4 AFSB in December 2014, and plans to request MLP 5 AFSB in FY17.

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The JHSV provides a high-speed, shallow-draft alternative to moving personnel and materiel within and between the operating areas, and to supporting security cooperation and engagement missions. JHSV production continues with delivery of the fifth JHSV anticipated in April 2015. JHSVs 6-10 are also under contract. In FY15, Congress provided funding for an eleventh JHSV. The Navy is exploring opportunities to further enhance JHSV’s operational profile to support/enhance warfighter requirements such as special operations support, maritime interdiction operations, submarine rescue and ISR missions. Additional research is being applied to the stern ramp to increase its ability to conduct at sea delivery. The FY16 president’s budget requests cost to complete funding for the JHSV program in order to restore funding reduced by FY13 sequestration. Combat logistics force ships fulfill the vital role of providing under way replenishment of fuel, food, repair parts, ammunition and equipment to forward-deployed ships and embarked aircraft, to enable them to operate for extended periods of time at sea. Combat logistic force ships consist of T-AOE fast support ships, T-AKE auxiliary dry cargo ships, and T-AO fleet replenishment oilers. The T-AO and T-AKE ships serve as shuttle ships between resupply ports and their customer ships, while the T-AOE ships serve as station ships, accompanying and staying on-station with a carrier strike group to provide fuel as required to customer ships. Navy continued its efforts to mature its concept for the replacement of the Kaiser-class (TAO 187) of fleet replenishment oilers. The new replacement oilers, currently designated as T-AO(X), will be double-hulled and meet Oil Pollution Act 1990 and international marine pollution regulations. The FY16 president’s budget request includes the lead ship in 2016 with serial production beginning in 2018. The total ship quantity is expected to be 17 ships. The department recently announced an acquisition strategy for LHA 8, T-AO(X) and LX(R), and will limit this competition to NASSCO and HII Ingalls. Beginning in 2017, the Navy plans to begin procuring replacement ships for the four TATF 166 class fleet tugs. T-ARS(X) is a recapitalization project to replace the capabilities provided by the four T-ARS 50 class salvage ships. As noted in the Long Range Shipbuilding Plan, the Navy is considering a common hull to replace both the T-ATF and T-ARS; acquisition of a common hull would follow the acquisition approach described for the T-ATF(X) and would preclude the need to acquire a separate T-ARS(X) class.

Affordability and the Shipbuilding Industrial Base Stability and predictability are critical to the health and sustainment of the nation’s shipbuilding industrial capacity. A healthy design and production industrial base is critical to achieving department priorities and fulfilling Navy needs. Today’s shipbuilding industry, with its interdependent suppliers and vendors, is a complex system where decisions made today have a cascading effect both in the near term as well as years into the future. Perturbations in naval ship design and construction plans are significant because of the long-lead time, specialized skills, and extent of integration needed to build military ships. Each ship is a significant fraction of not only the Navy’s shipbuilding budget, but also industry’s workload and regional employment. Consequently, the timing of ship procurements is a critical matter to the health and sustainment of U.S. shipbuilding and combat system industries, and has economic impacts at the regional and local levels. It is important, therefore, for the department to provide stability and predictability to the industrial base, including key suppliers and vendors, to maintain our ability to continue to build the future fleet as outlined in the Long Range Shipbuilding Plan. The Navy has taken specific key acquisition and procurement actions to contain costs and sustain the industrial base, including: • • • • • • •

Stabilizing procurements through block buys and MYPs Increasing competition Controlling costs through stable designs Strictly limiting change orders Conducting targeted reviews Pursuing cross-program common equipment buys Focusing on affordability

In addition, the Navy has made investments to support shipyard facility improvements, optimal build plans, conduct of affordability studies, lease for facilities improvement, design for affordability and modularity, combat system open architecture, and shipbuilding capability preservation agreements. These investments support affordability, minimize life cycle costs, improve and ensure quality products, facilitate effective and efficient processes, and promote competition—which all support department priorities. Surface Ship Modernization

The Military Sealift Command joint high-speed vessel USNS Spearhead (JHSV 1) patrols the Atlantic Ocean as part of Africa Maritime Law Enforcement Partnership 2015. [Photo courtesy of U.S. Navy/ by Mass Communication Specialist 2nd Class Kenan O'Connor]

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The FY16 president’s budget implements the CG/LSD modernization plan as modified by the FY15 NDAA and Consolidated and Further Continuing Appropriations Act. This plan will provide the means to retain the best air defense commander and marine expeditionary lift capabilities through the 2030s. This plan paces the threat through the installation of the latest technological advances in combat systems and engineering in CGs 63-73 and LSDs 41, 42 and 46. As a result, these ships remain relevant and viable, extending the CGs service life out to 40 years, enabling the Navy to sustain dominant force structure. To date, the Navy has modernized CGs 52-58 with the Advanced Capability Build (ACB) 08 Combat System as well as substantial hull, mechanical and electrical (HM&E) upgrades, and has nearly completed modernization on CGs 59, 60, and 62 with the improved ACB 12. These investments have allowed the first 11 ships of the Ticonderoga class to remain the world’s premier air defense commander platform, fully capable of integrating into the CSG construct or operating independently in support of combatant commander demands. The Navy has developed an affordable framework to retain the remaining eleven cruisers (CGs 63-73) in the active fleet, through induction

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into a phased modernization period. Within the guidelines of the FY15 Consolidated and Further Continuing Appropriations Act, the Navy will induct no more than two ships per year for no more than four years, and have no more than six ships in a modernization period at any given time. In FY15, the Navy is inducting the first two ships, the USS Gettysburg (CG 64) and USS Cowpens (CG 63) into modernization. The FY16 president’s budget request inducts the next two CGs, USS Vicksburg (CG 69) and USS Chosin (CG 65), into modernization in FY16. The Navy will begin the modernization of these ships with material assessments, detailed availability planning, and material procurements. Subsequently, the Navy will perform HM&E upgrades, critical structural repairs, and extensive corrective and condition-based maintenance. These HM&E modernization and repair efforts will commence as soon as possible after entering this modernization period, and will include modernization industrial periods. The HM&E centric maintenance and modernization industrial periods will include modifications that are part of the cruiser modernization program of record, such as structural modifications and maintenance, including tanks and voids, and mission life extension alterations. Other preparatory work for the combat system modernization, such as equipment removal and space preparations may also be accomplished during these periods. These modernization industrial periods can be scheduled at times when there is a shortage of work in the various homeports, thereby leveling the work load and effectively utilizing industrial facilities. Without the pressure of meeting near term fleet deployment schedules, the work can be planned in the most economical and efficient manner, including reducing the need for costly overtime rates and hiring subcontractors to supplement shipyard workforce. The final phase will include combat system installation, integration and testing. This will occur concurrently with re-crewing the ship, immediately preceding re-introduction to the fleet. With combat systems modernization occurring immediately prior to restoration, these ships will have the latest combat systems upgrades, thus mitigating the risk and cost of technical obsolescence. The Navy intends to draw down the manpower for these CGs during their modernization, to reduce the cruiser costs during the period. The plan is to complete modernization of each cruiser on a schedule that sustains 11 deployable air defense commander CGs (one per carrier strike group) into the 2030s. Under the Navy’s original phased modernization plan proposed in the FY15 president’s budget, the final CG retirement would have occurred in 2045, at a significantly reduced cost to the Navy, and would have relieved pressure on the shipbuilding account largely consumed in the 2030s with building OR SSBNs and aircraft carriers. Similarly, the Navy plans to perform the final Whidbey Island-class midlife modernization as well as to extend two LSDs through this plan. This plan completes the HM&E midlife and modernizes combat systems/ command, control, communications, computers, collaboration, and intelligence on USS Tortuga (LSD 46) (thereby achieving 40-year expected service life), while providing for additional post-midlife modernization for USS Whidbey Island (LSD 41) and USS Germantown (LSD 42). LSD 41 and 42 will receive additional structural, engineering, and combat systems modernizations to extend their expected service life to 45 years. LSD 46 will be inducted into modernization in FY16. The FY16 president’s budget also includes funding for the modernization of four destroyers. To counter emerging threats, this investment is critical to sustain combat effectiveness and to achieve the full expected service lives of the Aegis fleet. The destroyer modernization program includes HM&E upgrades, as well as advances in warfighting capability and open architecture combat systems. This renovation reduces total ownership costs and expands mission capability for current and future combat

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Several LSD, like the USS Germantown here, will receive additional structural, engineering and combat systems modernizations to extend their expected service life to 45 years. [Photo courtesy of U.S. Navy/by Mass Communication Specialist 2nd Class Raul Moreno Jr.]

capabilities. However, due to fiscal constraints, we were compelled to reduce the combat system modernization of one DDG Flight IIA per year starting in FY18. Connectors The Seabasing Joint Integrated Concept requires surface and vertical lift capability to transport personnel, supplies and equipment from within the sea base and maneuver them to objectives ashore. Surface and aviation connectors with enhanced speed and range will provide future expeditionary force commanders greater flexibility to operate in contested environments. While the aviation component of our connector capability has seen significant modernization with the fielding of the MV-22 and continuation of the CH-53K program, our primary surface connectors, the landing craft air-cushion (LCAC) and the Landing Craft Utility (LCU) are reaching the end of their service life and require modern replacements. The president’s FY16 budget includes the ship to shore connector (SSC) air-cushioned vehicles as the replacement for the aging LCAC while also continuing investment in the LCAC service life extension program (SLEP) of 72 active LCACs to mitigate the gap as the SSC is developed and fielded. A planned Surface Connector (X)-Recapitalization (SC(X)) program will recapitalize the aging LCU 1610 class. These platforms are essential in connecting the combat power and logistical sustainment that the sea base provides, with the forces that are operating in the littorals and inland for all missions. The department will continue to explore future connector options that will increase our ability to exploit the sea as maneuver space by increasing range, speed and capacity. Summary The Department of the Navy continues to instill affordability, stability and capacity into the shipbuilding, aviation and combat vehicle plans to advance capabilities and meet the DSG and fleet mission requirements. Our force is focused on global reach and access with investments to enable global presence, sea-control, mission flexibility and, when necessary, interdiction. Continued Congressional support of the Navy’s plans and budgets will help sustain a viable shipbuilding industrial base. The FY16 president’s budget request funds nine ships: two DDG 51 destroyers, three LCS, two Virginia-class submarines, one LPD 17, and one TAO(X). The request supports the right balance between requirements, affordability and the industrial base.

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Contract Awards

19 Macrh

Bell Helicopter Textron Inc., Fort Worth, Texas, has been awarded a maximum $32,493,960 firm-fixed-price contract for rotary-wing blades. This contract was a sole-source acquisition. This is a 39-month base contract with no option periods. Location of performance is Texas with a May 30, 2018, performance completion date. Using military service is Navy. Type of appropriation is fiscal year 2015 Navy working capital funds. The contracting activity is the Defense Logistics Agency Aviation, Philadelphia, Pa. (W58RGZ-12-G-0001-THGP). 3PSC LLC, Norfolk, Va., is being issued a $23,436,284 modification under a previously awarded firm-fixedprice contract (N00033-09-C-2504) to exercise a 183-day option for the operation and maintenance of five Navy oceanographic survey ships. The ships operate worldwide to support oceanographic surveys for the Naval Oceanographic Office. Work will be performed worldwide and is expected to be completed by September 2015. Fiscal 2015 working capital funds in the amount of $23,436,284 are being obligated at the time of award and will not expire at the end of the current fiscal year. The Navy’s Military Sealift Command, Washington,

18 March

The Boeing Co., St. Louis, Mo., is being awarded a $14,268,775 modification to a previously awarded indefinitedelivery/indefinite-quantity contract (N00019-15-D-1000) for engineering and logistics services, studies and analyses of the airframe and associated subsystems in support of the AV-8B Harrier for the U.S. Marine Corps, and the governments of Spain and Italy under the Foreign Military Sales program. Work will be performed in Cherry Point, N.C. (50 percent); St. Louis, Mo., (40 percent); Philadelphia, Pa., (5 percent); and Warton, Preston, and Lancashire, United Kingdom (5 percent); and is expected to be completed in November 2016. No funds are being obligated at

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D.C., is the contracting activity (N0003309-C-2504). Davis Defense Group Inc., Fredericksburg, Va., is being awarded $14,877,238 for firm-fixed-priced task order MU62 under previously awarded contract (N00178-14-D-7687) for acquisition, logistics and administration services in support of the program executive officer, land systems; program manager, advanced amphibious assault; and program manager, mine resistant ambush protected (MRAP) vehicle programs. Support includes program and financial management, logistics, engineering, and test and evaluation support to develop, test and deliver amphibious combat vehicles, upgrade and modify the existing fielded assault amphibious vehicles, and sustain and maintain the MRAP family of vehicle platforms: Buffalo, Cougar and M-ATV. Work will be performed in Stafford, Va., (98 percent), and Albany, Ga., (2 percent), and work is expected to be completed March 19, 2016. If all options are exercised, work will continue through March 2019. Fiscal 2014 and 2015 research, development, test, and evaluation (Marine Corps), and fiscal 2015 operations and maintenance (Marine Corps) funds in the amount of

time of award; funds will be obligated on individual delivery orders as they are issued. The Naval Air Systems Command, Patuxent River, Md., is the contracting activity. Basic Commerce & Industries Inc., Moorestown, N.J., is being awarded a $10,909,222 indefinitedelivery/indefinite-quantity, costreimbursement-type contract for production, integration, installation, installation support, system and software support, and maintenance of weather radar through-the-sensor systems. This is a five-year, Small Business Innovative Research Phase III contract. Work will be performed in

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$14,877,238, will be obligated at time of award. Contract funds in the amount of $9,806,826 will expire at the end of the current fiscal year. This contract was competitively awarded via Seaport-e as a small business set-aside, with seven offers received. The Marine Corps Systems Command Quantico, Va., is the contracting activity. Physical Optics Corp., Torrance, Calif., is being awarded a $7,117,251 firm-fixed-price contract for the production and delivery of 116 digital data set kits for use on existing T-45 aircraft. This contract also provides for the production and delivery of 240 mission data transfer units in support of the T-45C aircraft. Work will be performed in Torrance, Calif., (77.5 percent), and San Jose, Calif., (22.5 percent), and is expected to be completed in March 2017. Fiscal 2014 and 2015 aircraft procurement (Navy) funds in the amount of $7,117,251 will be obligated at the time of award, none of which will expire at the end of the current fiscal year. This contract was not competitively procured pursuant to the FAR 6.302-1. The Naval Air Systems Command, Patuxent River, Md., is the contracting activity (N0001915-C-0039).

Moorestown, N.J., (90 percent), and San Diego, Calif., (10 percent), and work is expected to be completed March 17, 2020. No funds will be obligated at the time of award. Funding will be obligated via task orders as they are issued. Contract funds will not expire at the end of the current fiscal year. This is a sole source procurement pursuant to the authority of 10 U.S.C. 2304(c)(5), as implemented by Federal Acquisitions Regulation 6.302-5: “authorized or required by statute.” This contract was awarded via solicitation N66001-14-R-0136. The Space and Naval Warfare Systems Center Pacific, San Diego, Calif., is the contracting activity (N66001-15-D-0061).

March 24, 2015

Contract Awards

17 March

16 March

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Johnson Controls Government Systems LLC, Milwaukee, Wis., is being awarded $14,830,455 for firm-fixedprice task order N39430-15-F-1626 under a previously awarded multiple award contract (DE-AM36-09GO29036) for heating, ventilation, and air conditioning and lighting improvements at Joint Base Pearl Harbor-Hickam. The work to be performed provides for the design and installation of the following: heating, ventilation and air conditioning for six buildings and light improvements encompassing 559 lamps on 220 exterior lighting poles as well as performance period services which consist of measurement and verification, operation and maintenance, and repair and replacement services. Work will be

performed in Pearl Harbor, Hawaii, and is expected to be completed by March 2031. No funds will be obligated with this award. The Energy Policy Act of 1992 authorizes agencies to use private financing to fulfill its requirements for energy savings performance contracts for project implementation. For this project, Naval Facilities Engineering Command, Joint Base Pearl HarborHickam, has agreed to pay for the costs of services and construction from project financing which will be obtained by Johnson Controls Government Systems LLC. Ten proposals were received for this task order. The Naval Facilities Engineering and Expeditionary Warfare Center, Port Hueneme, Calif., is the contracting activity.

Simmonds Precision Products Inc., Vergennes, Vt., is being awarded an $8,092,320 firm-fixed-price order (0008) against a previously issued basic ordering agreement (N00019-11-G-0010) for the procurement of 32 Integrated Mechanical Diagnostic and Health Usage Monitoring System (IMD HUMS) kits in support of the H-1 production upgrades, AH-1Z and UH-1Y aircrafts. Work will be performed in Vergennes, Vt., and is expected to be completed in February 2018. Fiscal 2014 and 2015 aircraft procurement (Navy) funds in the amount of $8,092,320 are being obligated on this award, none of which will expire at the end of the current fiscal year. The Naval Air Systems Command, Patuxent River, Md., is the contracting activity.

Northrop Grumman Systems Corp., Aerospace Systems, Melbourne, Fla., is being awarded a $59,629,826 modification to a previously awarded fixed-price-incentive-firm, cost-plusfixed-fee target contract (N0001913-C-9999) for non-recurring engineering, product support, engineering investigations, and software sustainment in support of the full rate production Lot 3 E-2D Advanced Hawkeye Program. Work will be performed in Melbourne, Fla., (52 percent); Syracuse, N. Y., (14 percent); St. Augustine, Fla., (8 percent); Herndon, Va., (5 percent); Greenlawn, N. Y., (5 percent); Liverpool, N. Y., (5 percent); Indianapolis, Ind., (3 percent); Woodland Hills, Calif., (3 percent); El Segundo, Calif., (2 percent); Menlo Park, Calif., (1 percent); Rolling Meadows, Ill., (1 percent); and various locations throughout the U.S. (1 percent), and is expected to be completed in March 2016. Fiscal 2015 aircraft procurement (Navy) funds in the amount of $59,629,826 are being obligated at time of award, none of which will expire at the end of the current fiscal year. The Naval Air Systems Command, Patuxent River, Md., is the contracting activity.

Gravois Aluminum Boats LLC, doing business as Metal Shark Aluminum Boats, Jeanerette, La., is being awarded a $15,309,410 firm-fixed-price, indefinite-delivery/indefinite-quantity contract for the construction of 7-meter rigid hull inflatable boats (RHIB) in support of future foreign military sales (FMS) requirements. The intent of this contract is to procure boats in a flexible baseline configuration that can be rapidly adapted (via minor post-delivery alterations) and delivered to support specific FMS case requirements. The 7-meter RHIBs support a range of missions including personnel/cargo transfer, search and rescue, open water patrol, vessel interdiction and boarding, and insertion/ extraction of forces. Boats will operate from shore bases or with support from other vessels, but are not intended for manned launch/recovery from parent vessel at sea. This contract includes options that, if exercised, would bring the cumulative value to $47,408,209. Work will be performed in Jeanerette, La., and is expected to complete by February 2019. Fiscal 2015 special defense acquisition funding in the amount of $1,432,858 is being obligated at time of award and will not expire at the end of

the current fiscal year. This contract was competitively procured via the Federal Business Opportunities website, with three offers received. The Naval Sea Systems Command, Washington, D.C., is the contracting activity (N0002415-D-2211).

March 24, 2015

Raytheon Co., McKinney, Texas, is being awarded $8,449,632 for cost-plusfixed-fee job order 0052 under a previously awarded contract (N00164-12-GJQ66) for procurement of depot support for the Multi-spectral Targeting Systems (MTS) and data for the Department of Defense. The MTS system is an airborne, electro-optic, forward-looking infra-red, turreted sensor package that provides long-range surveillance, high altitude target acquisition, tracking, range-finding, and laser designation for all tri-service and NATO laser guided munitions. Work will be performed in McKinney, Texas, and is expected to be completed by March 2018. Fiscal 2014 aircraft procurement (Air Force) funding in the amount of $1,686,467 will be obligated at time of award and will not expire at the end of the current fiscal year. The Naval Surface Warfare Center, Crane, Ind., is the contracting activity.