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2015
Risks for Coast Guard in Using Rotational Crews for Cutters
Fleet Workhorse The Greyhound has been hauling equipment and people across the oceans of the world to and from Navy carriers for about 50 years. “There are 35 C-2 aircraft in service at present, with a fleet-wide average of 9,300 flight hours flown per year,” said Commander Holly Shoger, E-2/C-2 Airborne Tactical Data System Program Office (PMA-231) Modifications and Sustainment co-lead. “Since its introduction into the fleet in 1966, the C-2 has transported more than 50,000,000 pounds of cargo and mail between ship and shore, serving the carrier strike group around the world in times of peace and war, and providing critical logistics support to communities in crisis after natural disaster.” “With a range of more than 1,000 nautical miles, the C-2 can fulfill its carrier onboard delivery (COD) mission faster and more reliably than surface-based logistics transport would be able to do,” said Shoger. The Greyhound also provides transport for sailors bound for deployment or returning home, litter patients and their health care providers, SEAL teams, fallen heroes, distinguished visitors, key supplies and parts. “Wherever the carrier air wing is deployed, the C-2 Greyhound is behind the scenes, ensuring that the Navy’s logistics efforts are as smooth, flexible and agile as possible,” Shoger continued. “The C-2’s service life extension program (SLEP) extended the service life from 10,000 flight hours to 15,000 flight hours through the reinforcement of aircraft fittings throughout the airframe, Said Shoger. This effort was completed in March 2011. A significant internal wiring overhaul was completed December 2013. At the same time as the rewire, maintainers installed a Communication Navigation Surveillance/Air Traffic Management
14 Apr
Plus: • USCG Needs C-27J Radar • JIFX Events Focus
By Jennifer A. Grover
(CNS/ATM)-compliant cockpit in the aircraft, enabling the C-2 to conduct worldwide operations. This effort was completed along with the rewire in December 2013. The C-2 aircraft transitioned from four-bladed propellers to eight-bladed, NP2000 propellers to enhance the supportability of the prop system. This effort was completed in March 2014. With the last of the new model C-2As being delivered in 1990, even with the ongoing SLEP modifications, the Greyhound has maintenance and reliability issues similar to other aircraft of similar age and hours. “The C-2A aircraft experiences similar maintenance and sustainment issues as other aircraft. Maintenance is focused around oxygen systems, hydraulic systems, engines, and propeller systems,” said Shoger. The current effort centers around retrofitting the C-2A with an anti-skid brake system that will improve braking performance. “The challenges we face are with introducing new technology into an older platform,” said Shoger. “With this new anti-skid brake system, we are integrating a state-of-the-art braking system into an
In the late 1990s, the Coast Guard began the Deepwater Program, a 25-year, $24.2 billion recapitalization effort to, among other things, rebuild or replace vessels and aircraft that were reaching the end of their expected service lives and were in deteriorating condition. Deepwater documents from 1996 identified the Coast Guard’s mission need for a large maritime security cutter, which later became known as the national security cutter (NSC). The Coast Guard awarded a contract in June 2002 to a prime contractor (or systems integrator) for the Deepwater Program. The Coast Guard generally provided the contractor with broad, overall performance specifications— such as the ability to interdict illicit drugs—and the contractor determined the assets needed and their specifications and was responsible for designing, constructing, deploying, supporting and integrating the various assets to meet projected operational requirements. Also in 2002, the Coast Guard conducted an analysis that determined the vessel fleet, as designed by the contractor, would have significant capability gaps in meeting mission requirements related to homeland security that emerged after the September 11, 2001 terrorist attacks. The Coast Guard decided, because of fiscal constraints, not to make significant changes to the contractor’s planned fleet, but did approve changes to several assets’ capabilities, including those of the NSC, and submitted a revised cost, schedule and performance baseline for the overall Deepwater Program to Department of Homeland Security in November 2006. DHS approved the newly developed baseline at $24.2 billion in May 2007, shortly after the Coast Guard—acknowledging that it had relied too heavily on contractors and that the government and industry had failed to control costs— announced its intention to take over the role of
Continued On pAGE 24 ➥ Continued On pAGE 25 ➥
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Table of Contents Fleet Workhorse . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1 Editorial Editor
Risks for Coast Guard in Using Rotational Crews for Cutters . . . . . . . . . . . . . . . . . 1
Jonathan Magin jonathanm@kmimediagroup.com
Distributed Common Ground System Navy Increment 2 . . . . . . . . . . . . . . . . . . . . . . 3
Managing Editor
MH-60S Fatigue Life Analysis . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3
Copy Editor
Navair U.S. Naval Air Systems Command Who’s Who . . . . . . . . . . . . . . . . . . . . . . . 4
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
Armed Reaper Takes Out Sea-Going Target . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6 Coast Guard Seeks Reverse Auction Provider . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6 Aerospace Ground Equipment Corrosion Treatment . . . . . . . . . . . . . . . . . . . . . . . . . . . 7 Coast Guard Seeks Multimode Radar for C-27J . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7 Environmental Planning and Mission Operations Support for Navy, Marine Aircraft . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8 Submarine High-Frequency Acoustic Windows . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8
Scott Morris scottm@kmimediagroup.com
Air Test & Evaluation Squadron 20 Celebrates 40 Years . . . . . . . . . . . . . . . . . . . . . . . 9
Graphic Designers
Theodore Roosevelt Carrier Strike Group Arrives in AOO . . . . . . . . . . . . . . . . . . . . . 9
Advertising
Standoff Target Reacquire Identify Detection Expeditionary Navigation Tool (STRIDENT) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11
Andrea Herrera andreah@kmimediagroup.com Amanda Paquette amandak@kmimediagroup.com
Associate Publisher
Ed Crenshaw edc@kmimediagroup.com
Trident II Submarine Launched Ballistic Missile Program Support . . . . . . . . . . . 10
USS Gettysburg Change of Command . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12
KMI Media Group
Heavyweight Torpedo Program Industry Day Canceled . . . . . . . . . . . . . . . . . . . . . . 13
Chief Executive Officer
Jack Kerrigan jack@kmimediagroup.com
Gas Turbine Engines for UAS . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 13
Publisher and Chief Financial Officer
MH-60R Digital Rocket Launchers . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 14
Constance Kerrigan connik@kmimediagroup.com Editor-In-Chief
Jeff McKaughan jeffm@kmimediagroup.com
Joint Interagency Field Experimentation Events . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 15 Contracts . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 38
Controller
Gigi Castro gcastro@kmimediagroup.com Trade Show Coordinator
Holly Foster hollyf@kmimediagroup.com
Operations, Circulation & Production Operations Administrator
Bob Lesser bobl@kmimediagroup.com Circulation & Marketing Administrator
Duane Ebanks duanee@kmimediagroup.com Circulation
Denise Woods denisew@kmimediagroup.com
Subscription Information
Exclusive Subscriber Content Subscribers to Navy Air/Sea receive exclusive weekly content. This week’s exclusive content includes: • An overview of a recently-released strategic vision from Space and Naval Warfare Systems Command which aligns with the Navy Cooperative Strategy for 21st Century Seapower. It focuses on achieving maritime all-domain access. • An account of Joint Warrior 15-1, the largest ever joint warrior exercise to date. Guidedmissile cruiser USS Anzio and guided-missile destroyer USS Porter recently landed in Faslane, Scotland for this exercise, which features over 50 ships from 15 countries.
Navy Air/Sea is published 50 times a year by KMI Media Group. All Rights Reserved. Reproduction without permission is strictly forbidden. © Copyright 2015
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Calendar of Events April 22, 2015 NRO Industry Day Chantilly, Va. www.afcea.org/events/ nro/15
May 5-7, 2015 AUVSI’s Unmanned Systems Atlanta, Ga. www.auvsishow.org/ auvsi2015
June 23-25, 2015 Mega Rust Newport News, Va. www.navalengineers.org
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Distributed Common Ground System Navy Increment 2
MH-60S Fatigue Life Analysis
The Space and Naval Warfare Systems Command (SPAWAR), in support of the Program Executive Office Command, Control, Communications, Computers and Intelligence (PEO C4I) Program Manager, Warfare (PMW) 120, Battlespace Awareness and Information Operations, is seeking industry feedback on innovative approaches to address knowledge, skill and capability gaps in the government-led systems integration effort for Distributed Common Ground System Navy Increment 2 (DCGS-N Inc 2). The goal is, as a team, to define DCGSN Inc 2 acquisition and engineering strategies. DCGS-N is the Navy service component of the Department of
Naval Air Systems Command intends to negotiate a sole-source delivery order under a basic ordering agreement with Sikorsky Aircraft Corp. It is anticipated that this contract action will be a firm-fixed-price order for the non-recurring effort needed to support the government’s effort to conduct an aircraft fatigue life analysis (FLA) for the MH-60S. This FLA is a comprehensive evaluation of an aircraft, airframe, components and/or air vehicle system to MH-60S aircraft. The contractor shall perform all NRE required to perform a fatigue life assessment to define an integrated plan to evaluate the expected service life of the MH-60S system airframe and investigate areas for potential aircraft modifications required to extend aircraft service life for the MH-60S aircraft.
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Defense DCGS family of systems which provides integration of intelligence, surveillance, reconnaissance and targeting support capabilities afloat and ashore in support of Navy and Joint operations. DCGS-N Inc 2 will shorten targeting timelines and improve information fidelity by providing real-time automated aggregation, correlation and fusion of all source intelligence and near real-time analysis of activities to produce predictive situational awareness, allowing earlier identification of enemy threat and intent. Point of Contact: Anh Trang, contract specialist, (858) 537-0346, anh.trang@navy.mil
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NAVAIR
U.S. NAVAL AIR SYSTEMS COMMAND NAVAIR SYSCOM
2015
Vice Adm. David Dunaway Commander
Garry Newton Deputy Commander
Brig. Gen. Frank L. Kelly USMC Vice Commander
Cmd. Master Chief Shaun Brahmsteadt
Program Executive Officers
Rear Adm. CJ Jaynes Air ASW Assault & Special Mission Programs
Rear Adm. Donald Gaddis Tactical Aircraft
Rear Adm. Mark Darrah Unmanned Aviation & Strike Weapons
Lt. Gen. Christopher C. Bogdan F-35 Lightning II Program
NAVAIR COMPETENCIES
Keith Sanders Assistant Commander for Acquisition
Rear Adm. Michael Moran Commander, NAWC Weapons Division and Assistant Commander, Test and Evaluation
James Meade Assistant Commander Contracts
Rear Adm. Paul Sohl Commander Fleet Readiness Centers and Assistant Commander for Logistics & Industrial Operations
Rear Adm. G. Dean Peters Commander, NAWC Aircraft Division and Assistant Commander, Research and Engineering
Gary Kurtz Assistant Commander Corporate Operations & Total Force
Logistics & industrial operations
Todd Balazs Deputy Assistant Commander for Logistics and Industrial Operations
Toni Meier Director, Logistics Management Integration Department
Capt. Bob Farmer Executive Director
Dennis West Deputy Commander, Fleet Readiness Centers and Director, Industrial Operations
Tracy Moran Director, Industrial & Logistics Maintenance Planning/Sustainment Department
Capt. Eric Schoch Acting Director, Aviation Readiness and Resource Analysis Department
Todd Mellon Director, Design Interface and Maintenance Planning Department
Armed Reaper Takes Out Sea-Going Target An MQ-9 Reaper successfully hit a sea-going target with an AGM114 Hellfire missile during a joint service training exercise over the Gulf of Mexico on March 17. This was the first time a remotely piloted aircraft (RPA) hit a maritime target. “It was the first time we had put live weapons into boats and participated in maritime [exercises],” said Captain Timothy Ford, a 26th Weapons Squadron flight commander. “For our [RPA] community it’s a big step forward; it’s a mission set we had looked at for a long time; and training opportunities over water are not very prevalent [at Nellis].” In addition to this being the first time an RPA squadron hit a maritime target, it was also a chance to integrate with other aircraft including A-10 Thunderbolt IIs, F-16 Fighting Falcons and F-35A Lightning IIs. “It’s the first opportunity for us to fly with the F-35, talk to each other and coordinate attacks between the two platforms and ensure deconfliction while we’re doing that,” said Captain Ryan Cross, a 26th WPS training officer. Another high note of the exercise was that it gave the RPA community a chance to demonstrate to operators of other aircraft the unique capabilities the MQ-9 can bring to the fight. The MQ-9 is able to stay in a potentially hostile area for hours. It can collect intelligence and pass that information on to other aircraft when it becomes a more volatile situation.
“As soon as it does become a situation where the shooting happens, we’re the ones with the situational awareness because we’ve been there so long, and we’re able to pass that on to other fighters as they check in and build their situational awareness,” Ford said. “That’s our role in a lot of mission sets. It’s nice to be able to prove it in a maritime environment.” Through this exercise, the MQ-9 demonstrated its abilities in destroying sea-going targets, integrating and deconflicting with other aircraft, as well as being able to stay in an area far longer than any other platform. Ford stated, now that they have built relationships with other aircraft and proven the abilities of the MQ-9, it will hopefully open doors to more training opportunities around the country. The 26th WPS is a squadron assigned to the U.S. Air Force Weapons School, which trains tactical experts and leaders of airmen skilled in the art of integrated battlespace dominance across the land, air, space and cyber domains. Article by Senior Airman Thomas Spangler, 99th Air Base Wing Public Affairs
Coast Guard Seeks Reverse Auction Provider The Coast Guard is conducting market research in order to determine the availability and capability of vendors to perform a webbased reverse auction services that allow buyers to post specific requirements to obtain offers for commodities and services from different suppliers within the Reverse Auction Service Providers vendor network. Buyers shall have the ability to set a target price, specify that the winning price must be equal to or better than this targeted price, optionally set the criteria for selecting the vendor(s), include terms and conditions, and set a specified start and end date of each auction. Bidders and suppliers shall be able to submit a successively lower bid than the target price 6
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or leading bid to anonymously compete for a requirement. Bidders shall not have knowledge of the other bids posted or bidders participating in the auction. At the end of the auction, the contracting professional has the option to select the vendor(s) manually. The contractor shall provide user-friendly, web-enabled capabilities to purchase commodities and services through a reverse auction mechanism that does not require the download or installation of any software. This web-enabled reverse auctioning interface shall permit contracting professionals to conduct real-time competed auctions for different contract vehicles by posting online
reverse auction formatted solicitations, utilize best-value award criteria, and establish auction start/end times. The system shall be versatile to allow buyers to have complete control over the bidding process to post auctions, cancel auctions at any time if it is in the best of the government, and make award to any vendor within the binding pool. In addition, the contractor shall work with the Coast Guard to develop additional reverse auctioning system capabilities and features as mutually agreed by the parties. Primary Point of Contact: Petrina D. Nelson petrina.d.nelson@uscg.mil (202) 475-3768 www.npeo-kmi.com
Aerospace Ground Equipment Corrosion Treatment The Navy’s Naval Facilities Engineering Command, Marianas, Guam, has issued a presolicitation synopsis for a proposed performance-based (firm-fixed-price contract) acquisition for structural repair, corrosion treatment and full-unit paint for 260 pieces of aerospace ground equipment and 40 munitions trailers yearly to eliminate, control, treat and prevent corrosion. The contractor shall provide all labor, supervision, management, tools, material, equipment, facilities, transportation and incidental engineering and other items necessary to ensure quality corrosion control prevention and repair for the 36th Maintenance Squadron at Andersen Air Force Base. This will include media or water blasting equipment to remove paint coatings as required by technical orders or directives. Corrosion removal will be conducted without hindering the structural integrity of the equipment. The contractor will restore equipment in accordance with technical data through metal repair and rework or fiberglass and plastic structures. The government reserves the right to order work at any time during the performance period of the contract, however, no more than 10 equipment items shall be ordered at one time. Acceptance of more than 10 equipment items by the contractor will be at the contractor’s risk. The contract will be for a base period with a provision for four 12-month option periods not to exceed 60 months in total.
Coast Guard Seeks Multimode Radar for C-27J The Naval Air Systems Command in support of the U.S. Coast Guard C-27J Asset Project Office is seeking information on how an interested contractor could provide a multimode radar (MMR) system for USCG search and rescue and maritime interdiction operations. The C-27J is being integrated into the USCG medium range surveillance aircraft fleet. The system will help the USCG fulfill its maritime patrol, drug and migrant interdiction, disaster response, and search and rescue missions more effectively. As part of the avionics suite, the aircraft will be equipped with an MMR capable of supporting all mission requirements. The radar system should be capable of: • 360-degree coverage in azimuth and 60-degree coverage (+20, -40) in elevation • Long-range surface search • Man-in-the-water detection in conditions up to Sea State 6 on the World Meteorological Organization sea state code • Detection of a 20-foot wooden or fiberglass boat from 20 nautical miles at 5000 feet • Interfacing with a mission system software for control of all radar functions and modes • System must specifically be capable of passing track data to a mission system software package • The following operating modes: weather (navigation and weather imaging/avoidance), surface search, maritime moving target indication, synthetic aperture radar/inverse synthetic aperture radar (environment feature detection, mapping terrain and coastal infrastructure) The radar system needs to interface with the Minotaur Mission Control system or be able to do so within six months. The acquisition strategy for this procurement has not been determined at this time.
Point of Contact:
RoAnna K. Peredo, (671) 366-4947 or Stephen M. Pastore, (671) 366-2192
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Environmental Planning and Mission Operations Support for Navy, Marine Aircraft Leidos Engineering has been awarded a prime contract from the Naval Facilities Engineering Command (NAVFAC) Atlantic to provide environmental planning and mission operations support for U.S. Navy and Marine Corps aircraft. The single-award, indefinite-delivery/indefinite-quantity contract has a potential value of $50 million over the five-year performance period ending in 2020. Under the contract, Leidos will manage complex National Environmental Policy Act documentation for proposed infrastructure-related actions with respect to aircraft home basing issues. The company’s responsibilities will also include analysis of home basing of aircraft; construction, renovation and demolition services of airfield facilities and infrastructure; base realignment and closure actions; and
proposed operational actions related to aircraft home basing. The primary geographic regions for contract tasks are NAVFAC Atlantic’s area of responsibility and adjacent waters in the United States, Caribbean, Europe and North Africa, but tasks may be assigned anywhere in the world. “For more than 30 years, Leidos has supported Department of Defense clients with our full-spectrum environmental services, including compliance, planning and restoration,” said Laura Obloy, senior vice president and operations manager for the company’s environmental science and engineering operation. “Our broad range of experience and capabilities will support aircraft mission readiness while ensuring environmental protection into the future.”
Submarine High-Frequency Acoustic Windows UTC Aerospace Systems has reached an agreement with the U.S. Naval Undersea Warfare Center to provide high-frequency acoustic windows for submarines. The “fiveyear, indefinite-delivery/indefinite-quantity” contract covers deliveries through 2020 to the U.S. Navy. Work will be performed by the Engineered Polymer Products (EPP) team in Jacksonville, Fla., which is part of UTC Aerospace Systems’ Aerostructures business. UTC Aerospace Systems is a unit of United Technologies Corp. An acoustic window is an acoustically transparent housing that surrounds the sonar
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transducer array used for detection, navigation and ranging. The window permits acoustic energy to pass through with minimal sound transmission interference. The contract covers acoustic windows for four classes of U.S. Navy submarines. EPP has delivered 67 acoustic windows for all classes of U.S. Navy submarines since 2003. Additionally, EPP has supplied similar acoustic windows to several allied navies to support their submarine fleets. Extensive experience in designing with the patented RHO-COR system allows for optimization of both structural and
acoustic performance, giving EPP the ability to tailor each window to meet specific customer needs. “The focus on continuous improvement by our engineers and manufacturing personnel has driven cost reduction and improved quality on our acoustic windows, enabling us to become the supplier of choice for the U.S. Navy,” said Aerostructures President Marc Duvall. “With more than 10 years of proven reliability and performance at sea in the fleet, we continue to deliver outstanding products that meet our customers’ requirements.”
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Air Test & Evaluation Squadron 20 Celebrates 40 Years April 1 was the 40th anniversary of the establishment of VX-20. The squadron traces its roots back to the Antisubmarine Aircraft Test Directorate which was established on April 1, 1975. The directorate was renamed Force Warfare Aircraft Test Directorate in June 1986. In May 1995, the organization officially became a squadron and was renamed Naval Force Aircraft Test Squadron. The squadron was designated Air Test and Evaluation Squadron TWO ZERO in May 2002.
Theodore Roosevelt Carrier Strike Group Arrives in AOO The Theodore Roosevelt Carrier Strike Group (TRCSG) arrived in the U.S. 5th Fleet area of operations (AOO) following a routine transit of the Suez Canal, April 6. While in the U.S. 5th Fleet AOO, TRCSG will provide a range of flexible and adaptable capabilities in order to conduct theater security cooperation efforts, maritime security operations and provide crisis response. Commanded by Rear Admiral Andrew Lewis, TRCSG is composed of the flagship aircraft carrier USS Theodore Roosevelt (CVN 71), Carrier Strike Group 12, Carrier Air Wing 1, Destroyer Squadron 2 staff, the guided-missile cruiser USS Normandy (CG 60) and the guided-missile destroyers USS Winston S. Churchill (DDG 81), USS Farragut (DDG 90) and USS Forrest Sherman (DDG 98).
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“The mission of the carrier strike group includes all maritime missions, from maritime security operations, strike warfare, anti-submarine warfare and surface warfare,” said Lewis. “These capabilities provided by the carrier, its air wing, the cruiser and destroyers within the strike group ensure the United States has the ability to support regional and coalition partners to meet operational requirements.” TRCSG’s presence in the region is part of a long-standing commitment to stability and the free flow of commerce in the region. The strike group will conduct a wide range of operations alongside regional and coalition partners aimed at building trust and cooperation while helping set conditions for regional stability. “Maintaining a presence, both a naval and air presence, continues the sixty plus
year commitment of our nation to support security and stability in the region, which is key to a prosperous global economy,” said Captain Daniel C. Grieco, commanding officer, USS Theodore Roosevelt. “We can accomplish this by working with our regional partners and allies in order to protect freedom of navigation.” U.S. Naval Forces Central Command (NAVCENT) is responsible for approximately 2.5 million square miles of area including the Arabian Gulf, Gulf of Oman, North Arabian Sea, Gulf of Aden and the Red Sea. NAVCENT’s mission is to conduct maritime security operations, theater security cooperation efforts, and strengthen partner nation’s maritime capabilities in order to promote security and stability in the U.S. 5th Fleet AOO.
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Trident II Submarine Launched Ballistic Missile Program Support The Navy’s Strategic Systems Programs (SSP) has announced its intention to contract with Systems Planning and Analysis, Inc. (SPA) of Alexandria, Va., to provide systems engineering and technical assessment of the weapons system, subsystems and components in support of the Trident II Submarine Launched Ballistic Missile Program. SPA will provide support in the preparation of integrated program plans and assessments of alternative strategic nuclear program options, including how those options will directly or indirectly affect various portions of SSP. Particular attention will be given to external program influences; using an in-depth knowledge of evolving national, strategic and nuclear weapons policies and of the SSP program. SPA will evaluate internal and external decision space impacts, and provide SSP with assessments of broad weapon system program issues. SPA will provide technical services in support of SSP for arms control compliance including maintenance of SPARTANS notification system and ancillary programs for internal tracking of accountable assets and the provision of data notifications for all nuclear treaties. SPA will provide SSP and any of SSP’s strategic partners (in organizations to include U.S. Strategic Command, the Office of the Secretary of Defense, Joint Staff, U.S. Air Force, and Office of the Chief of Naval Operations research, engineering, and engineering support required for the life extension and renewal of the Strategic Weapons System (SWS), subsystem and components, and for special projects involving new nuclear and deterrence concepts. SPA will assist in the development of program strategies, specifications and costs, assure compliance with SSP and higherlevel requirements and initiatives, and provide independent top-level technical, schedule, cost, and risk assessments as well as considerations for technical, operational, and programmatic trade-offs. SPA will work to ensure total system integration of all elements in performing technical and operational trade-offs and will perform operation effectiveness trade studies and
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develop technical specifications while assuring compliance with SSP requirements and initiatives. SPA will provide SSP and any of SSP’s strategic partners’ research, engineering, and engineering and programmatic support required for conventional prompt global strike technologies and concepts, and they will provide independent assessments of SWS launcher subsystem issues and investigations, with an emphasis on Ohio Replacement Program.
The period of performance will be from October 1, 2015 to September 30, 2016, with four one-year options with a total period of performance from October 1, 2015 to September 30, 2020. It will also include provisions that would allow for level of effort increases up to 30 percent. Award will be made using other than full and open competition to SPA of Alexandria, Va., according to the Navy, “the only source to satisfy agency requirements.”
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Standoff Target Reacquire Identify Detection Expeditionary Navigation Tool (STRIDENT) The Naval Surface Warfare Center Indian Head Explosive Ordnance Disposal Technology Division, Indian Head, Md., is requesting information on underwater imaging systems. This system shall perform its intended functions for magnetic and acoustic influence mine threats. An integrated system must enable the explosive ordnance disposal (EOD) technicians the ability to accomplish the following functions: operate independently in navigation mode, sensor mode or an integrated navigation/sensor mode and record data, image and location, including depth. The diver should be able to operate the system with one hand, including while using cold-water gloves, must be neutral buoyancy, and capable to function to a max depth of 300 feet of sea water. The market survey solicits vendors’ information that fully explains their existing technology’s features, capabilities and performance. Commercial, nondevelopmental and developmental systems may be included in the information provided. However, developmental systems shall be available within approximately five years from this sources sought publication date. Effectiveness Parameters Effectiveness is a quantitative measure used to evaluate the level of system performance in relation to some standard or set of criteria. The effectiveness parameters are measure designed to correspond to the accomplishment of mission objectives and achievement of desired results. The mission objectives for STRIDENT include underwater detection, reacquire and classification, including the capability for night, daylight and low-visibility operating environments. • Probability of Detection (Pd) (minimum for both proud and moored mines) Objective: 0.95 Threshold: 0.9 Definition: A detectable object exhibits a significant sonar signal return relative to the environment present (i.e., mines, coral heads, sand ridges, etc.) at minimum 0.9 threshold detection for an object in a B2 bottom in a single pass that is at a range of 60 meters (or closer) that has a maximum diameter of 18 inches and protruding a maximum of 12 inches from the relative bottom.
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• Probability of Classification (Pc) (Minimum for both proud and moored mines) Objective: 0.95 Threshold: 0.9 Definition: The probability of classification Pc during a single pass* shall be at least 0.90. After detecting an object, the diver must classify it as either a mine-like or non-mine-like object. A mine-like object is a manmade object. A classification decision cannot be made without a prior detection. Pc will be calculated using all known mine-like objects in the search area. Pc assumes a type B2 bottom. • Probability of Target Reacquisition (Pr) Objective: 0.95 Threshold: 0.9; within 5 m to the ground truth of a known target Definition: The probability of target reacquisition Pr during a single pass shall be at least 0.9. The probability of target reacquisition is the measure of the likelihood and for diver(s) with a STRIDENT, an unmanned underwater vehicle/remotely-operated vehicle (ROV), or other EOD tool to reacquire a target. A target is considered reacquired when visual identification, using a sonar, is made. If the reacquisition is via diver with a STRIDENT, a single pass* occurs when a diver transits an area going directly from one point to another while searching for mines. Alternatively, a single pass occurs when a diver transits from the clump or mine reference buoy (MRB) to investigate a suspected target and returns. Depending on the tactics employed, a single pass also occurs
when a single 360-degree sweep is conducted in a circle search. Reacquisition Definition: 0.9 probability to renavigate to within 5 meters to the ground truth of a known target previously located in one of the following ways: 1.
2. 3. 4.
Reacquire an object that another sonar system (air/surface/ROV) had previously located. Requiring a target previously located with a STRIDENT. Renavigate to a target based on location data/navigation. Reacquire a target based on navigation provided by a witness.
* A single pass occurs when a diver transits an area going directly from one point to another while searching for mines. Alternatively, a single pass occurs when a diver transits from the clump or MRB to investigate a suspected target and returns. Depending on the tactics employed, a single pass also occurs when a single 360-degree sweep is conducted in a circle search. The requested information will also consider 19 performance parameters, five supportability parameters and four physical requirements. The Navy is requesting cost estimates (unit cost) for a quantity of 100, 200, 300 and 400 units including cost for economy of scale, including cost for all accessory equipment, test equipment, etc. Also requested is information on sustainment and maintenance costs supporting the program for at least 10 years. Technical questions regarding this RFI can be directed to Jean Nelson, (301) 744-1112, jean.nelson@navy.mil. Replies can also be sent to Amy Anderson at amy.c.anderson2@navy.mil, with CC to Jean Nelson.
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USS Gettysburg Change of Command Captain John Schmidt relieved Captain Brad Cooper as commanding officer of Ticonderoga-class guided-missile cruiser USS Gettysburg (CG 64) on March 27. During Cooper’s tour, Gettysburg was deployed for nine months to the 5th and 6th Fleet areas of responsibility as the air and missile defense commander for the Harry S. Truman Carrier Strike Group. During that period, the crew was recognized with both the 2013 and 2014 “Battle E” awards, as well as all five Command Excellence Awards. The crew was also recognized with the Retention Excellence Award and the Unit Tactics Award in back-to-back years; the 2014 CNO Project Good Neighbor Award for top community service program in the Navy; and, the 2014 award for Best Workforce Development Program in the U.S. government. These achievements culminated in Gettysburg’s receipt of the 2013 Battenberg Cup from Commander, U.S. Fleet Forces as the best ship, aircraft carrier or submarine in the Navy’s Atlantic Fleet. “Serving as the commanding officer of this extraordinary crew has been the privilege of a lifetime,” said Cooper. “These amazing young men and women—and their families—represent all that is great about our Navy and it’s been an enormous honor to serve with them these past two years.” Cooper’s next assignment is at Navy Personnel Command as the director, Surface Warfare Officer Distribution Division. Rear Admiral Bruce Lindsey, commander, Carrier Strike Group 10, presided over the ceremony. “I am deeply honored and privileged to be here today amongst the finest sailors and leaders of our Navy and to be a part of one of our most time-honored traditions—the change of command ceremony,” said Lindsey. Lindsey awarded Cooper the Legion of Merit by Lindsey for his accomplishments as commanding officer of Gettysburg. “We need captains like Brad Cooper and soon-to-be captain John Schmidt like never before to continue to want to go to sea to protect you and your families and our interests all over the world,” he said. “And that is exactly what Brad Cooper has done—he has led his sailors to keep the enemy far from our shores.”
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Schmidt, Gettysburg’s new commanding officer, is coming off of a successful tour as a reactor officer aboard USS Theodore Roosevelt (CVN 71), where he oversaw the completion of the ship’s mid-life refueling and complex overhaul before returning the ship to operational status. “What struck me most about this crew was your attitude, especially in the midst of a tough maintenance period with the ship headed for a lay-up period,” said Schmidt. “I am honored and humbled to be your commanding officer.” Gettysburg, homeported in Mayport, Fla., is currently in the middle of an 11-month maintenance availability, which will include significant upgrades to its hull and engineering plant.
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Heavyweight Torpedo Program Industry Day Canceled NAVSEA has announced that the industry day, originally scheduled for April 14, has been canceled. Interested parties have been “encouraged to await further guidance.” Previously, NAVSEA Contracts Directorate along with the Program Executive Office Submarines, Undersea Weapons Program Office, announced that it was conducting market research for a new solicitation for the MK 48 MOD 7 Advanced Processor Build 6/Technology Insertion-1 (APB6/TI-1) Heavyweight Torpedo (HWT) Program—additionally, it planned an industry day event. The original announcement stated that the MK 48 MOD 7 APB6/ TI-1 HWT program would be entering the engineering and manufacturing development phase (post Milestone B) and consist of a software upgrade, referred to as APB6, and a hardware upgrade referred to as TI-1. It is envisioned that NUWC Division Newport will be responsible for developing the APB6 operational software, and the TI-1 hardware will be developed by a prime contractor. The MK 48 Mod 7 TI-1 portion of the program is envisioned to include a new guidance and control (G&C) section featuring a new sonar assembly (updated array with associated electronics and cables), guidance and control assembly, inertial measurement unit, upgraded tuning box, and an Ethernet device switch. Within the warhead section, a new warhead electronics system (WES) will be transitioned into TI-1 from an existing Office of Naval Research (ONR) Future Naval Capability (FNC) program, referred to as the Torpedo Common Hybrid Fuzing System FNC. An improved post launch communications system (iPLCS), which replaces the current copper guidance wire with a fiber optics wire and payout system, may also be a part of the TI-1 contract. Any associated cables, filters, and ancillary components will be included as part of this planned four to five year development followed by developmental test and operational test.
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Gas Turbine Engines for UAS UAV Turbines, Inc. (UAVT) has launched its gas turbine technology to the unmanned aircraft industry. Ranging in power from 30 hp to 150 hp, UAVT’s engines are designed specifically to address Group 3 and above UAV programs. These engines will increase reliability, flight duration, payloads and operational ceilings, while greatly reducing noise. Fuel consumption is low, using a variety of heavy fuels. Peter Bale, UAVT’s senior industry advisor, commented, “For 15 years UAVT’s predecessor company has been pioneering new, high-performance turbine engine technology in unprecedentedly small engines with many potential applications. About three years ago, new management with fresh capital assigned the engineering team the task of creating a family of turbine engines that would be superior in performance and more reliable than any other engine in the UAV marketplace.” The team looked at the alarming unreliability of internal combustion unmanned vehicle systems actually operating in the field, many of which show mean time between overhaul (MTBO) at less than 100 hours. They have solved this problem, developing engines designed for MTBO in thousands of hours. “UAVT’s strength has been its extraordinary engineering team,” said Bale, “Many are retired long-timers in the industry, key figures in development of the major military and civilian propulsion systems on which our society relies. They felt that they had more contributions to make, and the result is this remarkable new generation of turbine propulsion technology.” “This technology is a game changer,” Bale added.
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MH-60R Digital Rocket Launchers After integrating “smart” rocket launchers on MH-60S helicopters last year, the U.S. Navy is now equipping the MH-60R with the same modernized capability. The Navy delivered the digital rocket launchers (DRLs) on March 25 as part of an early operational capability (EOC). A rapid deployment capability team, comprised of employees from the H-60 Multi-Mission Helicopters (PMA-299) and the Direct Time and Sensitive Strike Weapons (PMA-242) program offices, was challenged to complete the project within 12 months after the MH-60S EOC. “We reached EOC on our threshold aircraft, the MH-60S, last year, and this year we’re on time again for our objective platform, the MH-60R,” said Captain Craig Grubb, program manager for PMA-299. “Ultimately, the capability was provided on schedule and under budget.” “The DRL enables the MH-60R to carry the Advanced Precision Kill Weapon System,” said D’Ann Morris, MH-60 weapons integrated product team co-lead for PMA-299. “This allows for a greater number of precision-guided munitions to be used against
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the threat during a single attack. So not only do we reduce the number of attacks needed to accomplish a given mission, but we decrease operational cost, increase warfighting effectiveness and enhance crew safety.” The success of the delivery was largely due to the coordination between the two programs. Working together, they were able to overcome technical challenges to ensure timely integration on the aircraft. “The power of NAVAIR is our people,” said Captain Al Mousseau, program manager for PMA-242. “We’ve received very positive feedback from the fleet thus far. The product works, and it’s on time, thanks to the effort of our teams—that’s a success.” Helicopter Maritime Strike Squadron (HSM) 71, onboard the USS John C. Stennis (CVN 74), will be the first MH-60R squadron to deploy with the DRL, with a plan to outfit all squadrons flying that variant by the end of fiscal year 2018. The DRL is currently deployed on MH-60S aircraft with Helicopter Sea Combat Squadron (HSC) 15.
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Joint Interagency Field Experimentation Events The Naval Postgraduate School (NPS) will be hosting quarterly Joint Interagency Field Experimentation (JIFX) events throughout fiscal year 2015. These events will focus on exploring the potential of new capabilities to address challenges faced by the United States’ combatant commanders (AFRICOM, CENTCOM, EUCOM, NORTHCOM, PACOM, SOCOM, SOUTHCOM, STRATCOM, TRANSCOM) and the federal entities that support (or are supported by) the COCOMs. DoD is the sponsoring entity for this event. This event is modeled on the successful U.S. Special Operations Command – Naval Postgraduate School’s TNT/CBE events and is being conducted to provide the benefits of a multi-institutional, semi-structured learning environment for the conventional forces community. Companies, educational institutions, laboratories and other organizations are invited to submit experiment proposals that may lead to an invitation to participate in the May JIFX event to be conducted at the Naval Postgraduate Schools Field Laboratory located at Camp Roberts, Calif. NPS will conduct JIFX events four times in FY15. The event website is at www.nps. edu/fx.
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Event Focus JIFX 15-3 (May 11-15, 2015) will be located at Camp Roberts, Calif. This event will be hosted in a field environment supporting unmanned flight operations, a controlled radio frequency environment, and with access to a mock urban environment. Applications will be accepted that relate to any of the RFI areas of interest, however the following areas are of greatest interest:
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Integrated Undersea Surveillance System (IUSS). Provide wide-area maritime surveillance and timely, accurate anti-submarine warfare (ASW) reporting persistent with long-range mobile, deployable and fixed seabased systems. Potential solutions may incorporate the following areas: high voltage branching for increased sensor capacity and increased reliability; low profile sensors for improved deployment and handling capability; vertical beam arrays for improved acoustic performance; dynamic network topology that is self-configuring, self-healing, robust and scalable; low probability of intercept/low probability of detection (LPI/LPD) high bandwidth communications (ACOMMS/RF/Laser); and a low-cost, highly reliable fiber-optic replacement arrays. Undersea Mine & IED Mitigation. Potential solutions would be capable of detection and characterization of a threat, possess the ability to operate with stability in underwater and surface conditions exceeding 3 knots, and may provide an interdiction ability that would neutralize the threat with minimal collateral damage. Small Vessel Cooperative Identification and Tracking (SVCT) and Non-Cooperative Vessel Imaging and Tracking (NVIT). Maritime ISR that works in conjunction with other wide area detection systems to obtain additional detailed information about
a specific target. System with the ability to query, identify and/or track craft smaller than 300 tons that have a small vessel cooperative identification and tracking (SVCT) device installed. Desired characteristics include: • Ability to query a maritime platform with a unique identifier (UID) corresponding to an observed (radar or visual) vessel. UID must be omnidirectional. Acoustics, active beacons, and other methods are all considered viable approaches. • Provide 3-D laser radar (LADAR) imaging of a target surface vessel for profiling against know target database libraries. • Provide laser Doppler vibrometer characterization data of surface vessels. • Utilize multifunctional hardware to fulfill basic functionality (i.e., leverage hardware that already exists in maritime ISR or would be multipurpose if deployed on a given platform). 4.
Maritime Technologies. Technologies that contribute to maritime spatial understanding, resilience and awareness. Technologies that contribute to improving command, control, computers, intelligence, surveillance and reconnaissance (C4ISR) capabilities and enhanced information collection. Technologies that improve effectiveness and efficiency of maritime sensor
• Unmanned systems and robotics • Deployable Infrastructure, power & water The overall focus of JIFX will be to explore technologies that have the potential of rapidly increasing military and first responder capability, reducing the cost of current capabilities, providing options for reducing force structure associated with a capability or providing a means to work and share more with partner nations and other organizations. Specific areas of interest for JIFX include: a. Intelligence, Surveillance and Reconnaissance (ISR)
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communication capabilities and other platforms. Underwater ISR capable of detecting human divers and/or UUVs. SUAS with Multispectral and Hyperspectral Sensing Capabilities. Seeking small (25 pounds or less) unmanned aerial systems (SUAS) and sensors including multispectral and hyperspectral sensors and synthetic aperture radars (SARs). Persistent ISR Assets. Two areas are of interest: (1) Persistent, low observable, long-endurance (30 days) unmanned aerial systems; (2) Persistent/long-dwell (21 days) rapidly deployable ISR capable assets to provide 24/7 persistent stare. Social Media for Situational Awareness. Seeking social media technologies that conduct aggregation and search with the ability to search based on geographic location, keyword and/or a set of scenario-specific parameters, using natural language processing (NLP) and inferred context; identify and establish baseline monitoring and detect events and applicable trends, based on user-generated thresholds and mission-specific operational requirements; assign relationships for aggregation purposes and to assign location based on inference or other method; and identify and assign meaning and context to shared content (versus original), including consideration for distance and time from point of event. Provides authentication and filtering to integrate crowdsourcing efforts and to provide a means for manual verification and/or comparison of crowdsourcing results; simple GUI to enable user-generated filtering parameters; and to filter and remove publically identifiable information. Technologies that perform analysis with the ability to integrate the results with preexisting data sets and sensor data, to establish meaningful relationships and context between social media data and other information sources (automated and user-generated); predict and model potential outcomes based on relationships identified through integration of social media and other data points (automated and user-generated); and assign tags
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or metadata (or similar solution), and to produce notification and/or alerts, for the purposes of routing verified information, based on mission objectives and responsibilities, to the appropriate entity. Additional capabilities being considered also include the ability to share results of aggregation, filtering and/or analysis across thirdparty platforms and technologies, regardless of format; and produce visualization that is meaningful and applicable to mission objectives, as identified by end-user; and integrate within external visualization environments, regardless of format. LiDAR for Search and Rescue Operations. Technologies that utilize light detection and ranging (LiDAR) for a broad range of search and rescue applications to include (but not limited to): sensing human bodies under rubble or debris, surveying damage areas on structures following a disaster event and applications relating to wildfire surveillance and response. Desired characteristics: Man-portable, vehicle mounted or airborne LiDAR systems capable of detecting and characterizing human bodies through buildings, rubble rock and soil. Digital Characterization/Classification of Maritime Vessels. Identify a site surveying and computer aided design (CAD) modeling system for
the purpose of creating building information model’s (BIM) like models of existing maritime vessels. There are three components to the desired system: • Surveying/data collection of an existing vessel’s physical layout. • Creation of a CAD model of the surveyed site using the collected data and previously available vessel data. • Publishing of the BIM like model into various print formats and the ability to export the complete BIM-like model for exploitation in third-party geospatial analysis software. b. Command, Control, Communication, Computers / Situation Awareness (C4/SA) 1.
Near Real-time In-transit Visibility (ITV). Near real-time asset visibility assessable through a suite of devices that harness the capabilities of existing and future communications technology (e.g., open mesh, 3G/4G LTE, etc.). Information would be accessible throughout the distribution pipeline and on the battlefield. Global supply chain management solution utilizing open-source architecture, standards-based methodology, with the ability to support visibility data being sent to DoD
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enterprise ITV and applicable business IT systems. Desired characteristics include: • Ability to report identification information, global positioning system (GPS) location (X, Y and Z planes), and environmental conditions (temperature, humidity, barometric pressure) of intermodal freight containers. • ITV system with ability to support other ad-hoc sensor data (i.e. light, motion, etc). • Devices which interconnect or network that have secure, selfforming, self-healing and power conservation capabilities. • ITV system that allows for integration between future and existing backhaul communications capabilities available throughout the Department of Defense Distribution Enterprise. • Ability to access and share timesensitive, sensor-based logistics alerts detected on combat and support vehicles that affect mission capability, as well as the off-load of health and usage data post-mission for logistics analysis at tactical and national echelons. This data needs to be shared over secure and, in many cases, classified networks.
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Maritime Domain Awareness. Although still in development stages as a governance and technological tool, coastal and marine spatial modeling and analysis possesses the potential to predict conflicts and security risks and may contribute to their management. Advancements in maritime intelligence integration, information sharing and domain awareness to foster greater unity of effort among stakeholders. New cost-effective analytical approaches and technologies for coastal and marine modeling and analysis, governance frameworks and regimes for information and intelligence integration, and cost effective technologies to address the harsh conditions in the Arctic. Maritime Risk, Threat, Analysis and Resilience. Cost-effective analytical approaches and technologies to better understand maritime risk, threats and resilience on both specific and general scales including ports, waterways, islands, the Arctic, coasts and coastal infrastructure. Technologies to identify and address human-caused risk that will either generate new data on which to base future predictions, or obviate the need for collecting such data. Secure Communication and Data. Potential solutions will focus on minimizing networks and equipment, secure handheld
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devices, wirelessly accessing multiple domains through COTS mobile devices using thin-client apps in the enterprise and thick-client solutions in expeditionary environments. Also of interest are solutions addressing multilevel, multidomain secure interfaces capable of displaying on one device without having to toggle between the domains, using COTS mobile devices, for enterprise and tactical users. Provide access from mobile devices to multiple domains through various communication transports in enterprise and expeditionary environments. Uses NSA commercial cryptography and no controlled cryptographic item (CCI). Delivers an enhanced dismounted mobile capability using a hardware sleeve providing tactical waveforms providing necessary security, governance, system maintenance and auditing capabilities for access to classified communication networks to enable command and control, intelligence and logistics battlefield functions. Scalable, Mobile and OTH Digital Communication Networks. Develop network-centric technologies that enable operators to securely and reliably communicate digital data, audio, audio/video and high-resolution imagery over the horizon and on the move, with each other and to interoperate with other maritime/joint/ combined forces and headquarters. Technologies should support distributed and coordinated maneuver, leverage joint fires, and provide searchable, real-time information to operators conducting surface, subsurface, land and airborne special operations. Communication with Unresponsive Aircraft in Restricted Airspace. Solutions are sought with the ability to achieve one-way emergency communications with manned aircraft of all types and classes. Included in the capability should be an ability to alert and gain the pilots attention and then provide specific and unambiguous direction. The proposed solution should provide focused communications to minimize collateral effects and function at operationally
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relevant ranges that will enable the safe and effective communications with subject aircraft. Proposed capabilities are anticipated to include audio, visual and data systems but the submission of other methodologies is encouraged as well. Network Security for Hastily Formed and Mobile Ad-Hoc Networks. Potential solutions would include aspects of intrusion detection, behavior analysis, automated responses, and be capable of being fed into a common operating picture/situational awareness tool. First Responder Location, Tracking and Communication Technologies. The first responder community is seeking technology solutions and threads with the ability to locate, track and communicate with appropriate response personnel during an emergency incident, including the tracking of vehicles, logistical resources, response personnel/ capabilities, key equipment and dangerous conditions from sensor, warning devices or manually input threats from the operational environment. While tracking personnel, it is preferred that the system be able to monitor distances (and provide appropriate alerts) from the team leader or provide some other geofencing-like capability as designated by the team leader or incident commander. Candidate systems should be able to ingest and display data layers from sensors or other responders (through prearranged governance/data exchange agreements/integrating technologies). This threat data should be tagged with access to relevant data about the threat. Candidate systems should also have the ability for field based responders to locate, annotate and provide scripted details for other first responders and the incident commander. It is preferred that such a system provide some means of warnings or alerts when a sensor or other manually entered threat/danger is detected. It should also be able to warn the field responder when they are entering or nearing the danger to include information from a plotted plume model. The technology
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should integrate easily within the incident command system through open-source/open standards communication and provide the incident commander with the ability to locate personnel and assets, provide dynamic/agile notifications and warnings while functioning as a decision support tool. Additionally, such a technology or set of technologies must be able to automatically report conflicts (such as a responder in distress, out of communications range, in proximity to a danger) and provide the ability for manual supervisor conflict resolution. It is preferred that candidate systems operate on multiple operating platforms or be made to operate on multiple operating platforms, wireless devices and handhelds such as tablets, handsets and smartphones. Heads-Up Display Situational Awareness/Tracking/Physiological Monitoring Technologies. The first responder community is seeking a heads-up display device that can be integrated with other sensors and communications systems. The device should be able to communicate over multiple paths (including cellular, WiFi), integrate with common first responder radio communication devices, provide personnel tracking, situational awareness and personal physiological data to include
responder heartbeat, body temperature, respiration and breathing. The device should also be capable of displaying the temperature of the area surrounding the first responder and warn of temperatures that exceed normal operating conditions. The device should easily integrate with current SCBA and Level I and II hazardous materials suits. Any voice communications system integrated with the HUD should have the ability to filter out unwanted noise from the surrounding environment thus enabling clear communications. 10. Technologies that provide communication in any environmental condition (including through barriers, inside buildings and underground). The capability should be able to clearly transmit and receive voice and data, particularly with digital systems, inside buildings, tunnels, underground spaces and over long distances. Previous research has focused on the use of repeater stations to include the range and clarity of radio communications and the dedication of radio frequencies (i.e., D-Block) to public safety in order to improve interoperability. New and emerging capabilities will require technological advances in range, penetration, and clarity to enable effective voice communications in all incident conditions.
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11. Improved Situational Awareness and Collaborative Tools/Applications for Synchronized Execution. Develop appropriate cognitive technologies, intelligent agent technologies, information management and other relevant technologies to enable distributed units to effectively utilize the future network of converged disparate information. Develop technologies to appropriately access tailored information to automatically provide relevant information to the specific echelon, joint or combined force in the battlespace. Provide for incorporation of information and data from existing systems in the emerging architecture. Develop intuitive decision aids and collaborative planning tools tailored for multiple networks, missions, locations and echelons; and appropriate for the distributed MARSOC battlespace. 12. Mobility Management Solutions. Seeking scalable enterprise-level mobility management solutions addressing use-cases ranging from administrative, law enforcement sensitive and homeland security screening operations. Solutions should provide mobile device management (MDM), mobile application management (MAM), identity and access management (IAM) and data storage that meet applicable federal security standards. 13. Tactical IT Architectures. Prototype network and tactical “enterprise” IT architectures (and systems) that support timely distributed, contextual sharing of data among man and unmanned systems for collaborative/semi-autonomous tasks and work processes in low/intermittent bandwidth environments and on systems with limited computational power/storage. Architectures should address distributed peer-to-peer database design, data distribution standards, open protocols, shared applications, and security relevant to this dynamic environment. 14. Fusion and Distribution of Data. Develop technologies that fuse the results of multisource persistent surveillance and allsource data through a federation of tactical data
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bases, permit the movement of intelligence across multiple levels of security, and enable the distribution of actionable intelligence data across the network in near real time. Included within this objective: • Develop algorithms that can queue sensors, translate useful tactical sensor data across all nodes/INTs and security domains in an AOR to tactical understanding (unusual, interesting) and generate automated indications and warnings. • Depict normal activity and perform statistical determination of entity to event relationships. • Create algorithms to relate data and entities to aggregates. Facilitate integration of data and ontology development to understand entity and aggregate activity. • Continually assess the relative suspicion level associated with data, entities and entity aggregates. • Identify technology research requirements supporting distribution requirements, including video streaming to tactical level required to support distributed operations. 15. Agile Network Architectures. Explore potential air/ground peer-topeer mesh networking technologies, capable of scaling from hundreds to thousands of nodes in topographically extreme environments (i.e, non-line-of-sight (NLOS) conditions due to terrain (natural/urban), high multipath and high Doppler). Mesh networking devices should be capable of adjusting to physical as well as data layer changes. “Cognitive-like radios” should consider the cognitive requirements of the operators using them and be responsive to the data and application demands placed upon them. 16. Distributed Spectrum Management. Potential solutions address inexpensive distributed, networked frequency sensors (capable of monitoring blue as well as red
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transmissions) that can then be dynamically displayed in a GUI providing a geographical heat map correlated to frequencies and power (dBm) available to a decision-maker. Ideal technologies would be able to identify transmitters by position, frequency characteristics, and known unit identification. Data derived would be exportable in real time to other web/SOA-based systems via open standards and protocols. Tracking Solutions for GPS-Denied Environments. Accurate position, navigation and timing solutions for dismounted troops in GPS-denied environments. Command and Control Optimization, Modeling and Simulation. Technologies that support the sharing of information and services across security boundaries that maintains information assurance and system integrity. Technologies that ease the development cycle on source systems for web services and make best use of geographically distributed server environments. Improved processes for managing virtualized environments and service-based architectures. Technologies that facilitate the transfer of data from a government website in the public domain to a sensitive/unclassified government data system Global Access Technologies. Air/ Land/Sea technologies that provide timely capability to deliver cargo to dangerous (i.e., anti-access/austere) locations across a complex, distributed battlefield without jeopardizing warfighter safety. Information Exchange and Communication Between Disparate Organizations. Explore means to improve and secure the communication infrastructure and information exchange capability during HADR missions, provide metrics in order to test and evaluate exploration efforts and, pending results, consider maturing the capabilities for use with other government agencies, nongovernment organizations, and international organizations. One specific area of interest would be an interface that could pull from a
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variety of existing databases. 21. Non-combatant Evacuation Operations (NEO). Provide real-time accountability of third country national (TCN) evacuees by enabling operators to create and maintain a database of information (bar code) for each evacuee (to include pets) as they enter, proceed through and finally exit the NEO process at a repatriation site or other exit point. Presently the existing NEO tracking system (NTS) provides visibility of evacuees throughout the evacuation site. The limitation of the current NTS application is that it is “site specific.” Recommend exploring the establishment of a global NTS interface with a centrally managed server. This global interface would expand the site specific visibility of current systems to larger command and control operations (for DoD we should establish an interface with DoD ITV systems and Pacific Disaster Center’s Risk Assessment, Planning, and Decision Support (RAPIDS) System). Include C2 facilities in a disaster response hub to evaluate the efficacy of the NEO response and look for opportunities to improve interface between disaster relief providers, forces and resources (use GCC TPPs and DOS access and agreement annexes to validate usefulness).
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22. Interoperable Communication Solutions in Network Denied Disaster Response Environments. Federal disaster response agencies are seeking technologies that provide clear and reliable communications between an array of disparate organizations. Additionally, network solutions are sought to establish private networks and strong backhauls to the open internet during times when commercially provided connects have failed. These solutions may include cellular, satellite or point-to-point RF solutions. 23. Maritime Common Operating Picture that enables communication/information transfer between operators (to include combat swimmers), host craft, ISR assets—bring in as many disparate feeds as we can for a complete common operating picture. 24. Untethered, Underwater Communication Systems. Wireless, untethered through-water transmissions, resistant to compromise, attenuation, deflection or distortion (due to turbid water, ship hulls, underwater structures or formations, etc.). Range sufficient to support swimmer-to-swimmer and swimmer-to-host communication. Host capable of collecting and pushing off-board information throughout a mission, to include full duplex communications for voice, data, swimmer vitals and position, and streaming video. Communication link does not
have to be continuous, but must be near real time. Objective to include swimmer and/or host ability to collect and push off-board information to/ from airborne and ground assets. 25. Signature Reductions and Management. Reducing the signature of vehicles/boats/people in the maritime environment. 26. Improved Power and Antennas for Unmanned Aerial Systems (UAS). Antenna mounting solutions that minimize the number of antennas necessary on UAS. Smart antennas (analogous to software-defined radios) that allows users to remotely tune the antenna to selected frequencies in real time. Lightweight, rapidly rechargeable UAS power sources for both vehicle propulsion and mission payloads. 27. Air to Ground Communication Hardware. Provide wireless high-bandwidth communications, which will enable applications such as streaming video, simultaneous voice and data feeds, and collaborative chat. Desired capability would provide voice, video and wideband data communications for air to ground data links. Desired characteristics include: • Hardware solutions only. Must be able to tie into existing software and connecting internet entry point. Less than 15 pounds, including battery Range: 25 miles surface to air, simplex or half-duplex Power requirements: rechargeable battery, battery charger must run on commercial power; power should last six hours under continuous use. • Low-cost, software-defined radio capable of wideband transmission of full motion video (FMV), global positioning system (GPS) information, voice, and data from aircraft to ground station, aircraft to aircraft (relay), and from ground to aircraft. • Capable of networking multiple stations together, acting as a network node while retransmitting the signal to another node.
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c. Situational Awareness During Disaster Response 1.
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Mobile Data Collection during Disaster Response Operations. Solutions are sought to enable domestic disaster response teams to quickly and securely collect information on individuals from the affected population. Potential solutions that are sought would be implemented through a tablet interface. Potential solutions would also provide an ability to operate in areas that have lost network connectivity. Cellular Strength Mapping in Disaster Environments. Solutions of interest would be capable of mapping, in real time, cellular strength (at a local, regional and potentially national level) to include strength indexing and location of breaks in coverage. Mapping of the National Power Grid. Technologies of interest would seek to create not only a map of areas in the national power grid that have lost power, but also locate the location/ source of the break in the grid. Aerial Location of Cellular Devices During Search and Rescue Operations. Search and rescue personnel are seeking the capability to locate a terrestrial cellular device from the air to help identify lost or stranded individuals.
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Exploitation of Data Links. Solutions are sought that may spoof, disrupt or disable data links that support command and control functions, air-toground functions, and air-to-air functions of C4I networks. The type of data links being used in this category are HF links, UHF links, and links that utilize TDMA, CDMA and support spread spectrum encoding and cyclic code shift keying. All data links will assume to be encrypted to some degree. Electromagnetic Battle Management (EMBM). A joint capability that includes the functionality resident within Improved Many-on-Many (IMOM) family of electronic warfare (EW) analysis software tools, the Electromagnetic Propagation Integrated Resource Environment (EMPIRE) software toolkit (IMOM-Planner, IMOM-Engineer, IMOM-On-the-Web, Communications and Radar Electronic Attack Planning
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Effectiveness Reference (CREAPER), and Joint Broadcast and Analysis Tool (J-BAT)), GPS Interference and Navigation Tool (GIANT), and SPECTRUM XXI. The capability must also be compatible with service-specific tools, such as the U.S. Army EW Planning and Management Tool (EWPMT) and the USMC MAGTF EW. This EMBM capability must be able to conduct EMS management, EMS modeling and simulation (M&S), decision support aid generation, analysis and planning services, and measurement of EW effects analysis. Lightweight, Active, Selective Jamming Payloads for Unmanned Systems. Payloads that allow users to remotely program jamming frequencies and notch filers to de-conflict with other onboard sensors.
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e. Deployable Infrastructure, Power & Water 1.
Deployed Infrastructure Building and Maintenance. Support building partnership and Stability operating through building infrastructure capabilities. Ability to reduced time and money spent increasing safety and operational capacity. Areas of interest include solutions that can assist in dust abatement, FOB maintenance with roads, runways, tarmacs construction and repair, expeditionary shelter support and efforts addressing fortification and ballistics.
4.
Using non-specialized equipment needed for most applications, rapidly deployable and customizable to the region of operations as needed. Deployable Lighting Technologies. LEDs are preferred. Potential solutions would be blackout capable and would be easily camouflaged for stealthy day or night operations. Would need to be ruggedized for all weather use and minimize energy requirements. Energy efficiencies. Solutions sought will explore renewable energy sources for mobile and austere environments; reductions in fossil fuel consumption; fused sources including diesel, wind, solar, etc.; energy saving technologies for shelter, transportation, and portable IT systems (to include DC systems, chill water cooling, ambient cooling, cloud computing); alternative shelters and HVAC (heating, ventilation and air conditioning) systems that address a reduction in energy needs, deployable field feeding systems that take into account weight, size, and avoid fuel-fired cooking appliances; deployable self-sustaining waste-to-energy systems capable of handling approximately 1 ton per day, fit into a one-third of a 20-foot ISO container, and with no hazardous emissions. Water Generation and Purification Systems. Seeking solutions other than commercially procured bottled water and current reverse osmosis
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5.
water purification units (ROWPUs). Potential solutions might include atmospheric water solutions, black and gray water re-use systems, and new reverse osmosis technologies that incorporate reductions in energy demand. Safe (non-propagation/non-flammable) Lithium batteries or any related technologies (underwater submersible or like type platforms).
f. Detection and Measurement Of Chemical Or Biological Agents In Aerial Plumes. Potential solutions would be able to accurately identify and quantify chemical or biological agents contained in an effluent plume released into open air. Current solutions are subject to the variability of local winds, types and placement of sensors, and are limited by the ratio of the air sampled, to the total plume volume; a number which may be less than 10^-6. These factors create severe challenges in fully understanding and accurately modeling chemical or biological agents present in a specific plume. An acceptable solution would provide the means and methodology for a capability to accurately characterize the content of effluent plumes from sub-scale tests, in lieu of full-scale tests, or to fully characterize full-scale tests. Quantitatively, an improved capability should be able to accurately estimate greater than 70 percent of the released effluent mass with a greater than 60 percent confidence in these measurements. g. Equipment for Dismounted Personnel 1.
2.
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Targeting Technologies for Faster, More Precise Engagements Develop highly portable technologies that enable operators to locate, discriminate and provide target location information in order to facilitate immediate target engagement by either direct or indirect fires. Systems should be lightweight, man-portable (i.e., target weight of systems should be less than 5 pounds), provide 360-degree coverage, and be capable of discriminating targets with high accuracy (i.e., 10-digit grid location) at night and in adverse weather conditions at extended ranges. Integrated Personal Protective Equipment. Hands-free communications, ergonomically-optimized protective/ communications/health and situational
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awareness solutions that are integrated or used in conjunction with personal protective equipment. Ability to evaluate the resiliency or health status of the individual responder to ensure that they are still able to perform in the face of acute and chronic stressors. The incident commander or emergency medical services staff should also be able to monitor and evaluate the mental and physical status. Warfighter Performance Enhancements. Develop technologies that provide protective equipment, communications equipment, weapons, ammunition, sensors and optics for the mounted and dismounted Marine that are multifunctional, lighter, and provide greater capability. Technologies, such as exoskeletons, are needed to enhance the performance of the operator by improving load carrying capacity and speed and distance of movement.
h. Improved Life Support during Patient Evacuation Develop systems lightweight, man-portable systems that improve life expectancy from time of injury until evacuated to a medical facility. Desired technologies include: • Advanced means of reducing the immediate effects of shock and blood loss. • Autonomous diagnosis/treatment of severe injuries, illness and disease under austere conditions and in remote sites. • Medical reach-back. • Remote physiological monitoring of individual operator. • Lighter, smaller, more durable and versatile versions of existing lifesaving devices (such as the oxygen concentrator, mobile ventilator and multifunctional monitoring devices) that are better suited for air and ground vehicle patient movement.
i. Small Unit Support Vehicles/ Vessels 1.
2.
Light Aerial Combat Vehicle. Innovative mobility for small units in support of stability, force protection, and logistics operations. Small unit combat mobility platform with the ability to be multimission/multi-use, able to accommodate a variety of payloads/ configurations and small unit owned/ operated. Minimum payload should be greater than 200 pounds, 500 pounds is preferred. Next-Generation Combat Rubber Raiding Craft (CRRC). New technologies providing improvements to the current CRRC capabilities, to including reduced signature management characteristics and greater maneuverability in high surf conditions.
j. Non-Lethal Engagement 1.
Maritime Non-Lethal Engagement of Vessels. To disable and/or stop large surface vessels (>300 tons), semisubmersible vessels, and go-fasts using either Counter-Personnel or Counter-Material methods. Counterpersonnel include non-lethal effects to incapacitate crew members and occupants, deny access to areas within the vessel environment, and identifying intent by providing nonlethal capability to unambiguously warn vessel they are penetrating a “no-go” area. Counter-material includes non-lethal effects on propulsion, navigation, communication, and weapons control (electrical/mechanical) systems and sub-systems. Nonlethal engagement concept using minimal force/escalation of force to accomplish mission while reducing the risk of undesired collateral human and material damages associated with the application of kinetic force.
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2.
3.
4.
Non-Lethal Weapons. Personnel incapacitation in regards to blunt trauma weapons and electro-muscular effects. Subdue and/or incapacitate single or multiple targets in closed and open environments. Vehicle Stopping Technologies. Technologies that stop vehicles with minimal or no harm to the vehicle occupants. Stop and/or disable a moving vehicle, up to high rates of speed, without harming vehicle occupants (kinetic technologies are not excluded). Canine Deterrent. Canine control or distraction technologies and delivery methods (close proximity or standoff).
Systems (GIS), or mapping abilities Notification abilities Unique identification/contact information associated with each device • Required characteristics of the wearable sensor include: Wearable (with independent power source) for a minimum of 21 days Discreet appearance / physically unobtrusive. Should be “out of mind” for the wearer and easily unnoticed by those around the wearer Waterproof Low cost Accurate • Must measure body temperature Desired characteristics of the wearable sensor include: Does not retain bodily fluids that can serve as a source of infection Easy to monitor remotely Reliable Can be personally identified, but still secure against electronic hack/attack Rate of manufacture increase Ease of manufacture Data retention capability Measure: heart rate, heart rate variability, respiratory rate, blood oxygen saturation, blood pressure, blood pressure trends and/or level or physical activity of the wearer.
k. Pandemic Response Technologies Technologies and processes are sought which are relevant to current and future pandemic prevention, preparedness, and response. The following areas of interest seek relevant technologies and processes to prevent, prepare for, and respond to pandemics. JIFX venues cannot accommodate hazardous biological agents and as such experiments which require handling such materials cannot be accepted. 1.
Wearable Sensor Technologies. Wearable technology that can monitor key health parameters (such as body temperature) of high-risk individuals and sense changes in physiology associated with infection. All of the data collected must have the ability to be turned into actionable outcomes. This includes the, ability to transmit or communicate an individual’s temperature when they have a fever as well as location or other data to enable HCWs to facilitate outreach and contact for treatment in a timely manner. An “optimum” approach has not been identified, but the following are a few ideas. • Data Collection (New approaches and ideas are welcome, especially if the approach is complementary of the infrastructure in West Africa, specifically Liberia, Sierra Leone and Guinea): Cell phone tower triangulation “Receiving station” or platform that collects data Geographic Information
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2.
Improved re-usable barrier material to compliment or replace current Personal Protective Equipment (PPE). Seeking PPE that is safely reusable and either complements currently deployed PPE or can easily be worked into the current regiment of PPE. Solutions may, but are not required to be in the following areas: • Adapting current fan technology, which pressurizes hazmat suits to keep them from becoming contaminated, to work with deployable buildings and structures • Hotbox or inflatable decontamination showers to aid in preserving PPE. These solutions
may allow sterile access via gloves that are accessible from outside the chamber. 3.
4.
5.
6.
7.
8.
Rapid Body Temperature Detection. Technologies of interest include both individual, wearable solutions (i.e., handheld, thermal glasses, etc.) and mass surveillance systems (i.e., elevated camera and sensor systems for scanning large crowds). Networking Technologies that Support “Cloud Hubs.” Technologies should aid in reducing the need for field hospitals, potentially in austere environments, to have wireless access to larger cloud networks. Code-based Reporting System for Transmitting Information Across a Wide Range of Outlets. Solutions sought akin to the United States-based “AMBER Alert” system that utilizes a brevity, code-based reporting system to quickly transmit information across a number of platforms including radio, television, mobile devices, etc. Rapid Virus Testing. Solutions are sought that leverage (relatively) inexpensive testing methods that safely and accurately produce same-day results. Anti-Viral Sterilizing Technologies. Solutions may utilize chemical, ultraviolet or other approaches to quickly and safely sterilize surfaces that may be contaminated with Ebola Virus Disease. Technologies Augmenting Current Distributed Health and Preparedness Training. Solutions sought may include: • Material solutions to augment traditional communication and outreach methods to increase engagement, ensure rapid dissemination of important information, and build enduring host nation capacity and capability. • Mobile solutions to distribute content on a variety of topics, provide checklists, “how to” videos, multimedia training courses, interactive knowledge challenges, role-playing games, etc. Ability to communicate across language barriers is a bonus, as is ability to leverage multiple languages (i.e., English, French, West African Bantu dialects).
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Fleet Workhorse ➥ Continued From pAGE 1 aircraft that was built over 30 years ago.” “The C-2 is truly the workhorse of the fleet,” said Commander, Matt Blazel, C-2A’s propulsion and power project co-manager. “It’s an unsung hero of sorts, quietly getting the carrier strike group what it needs one day and coming back to do it again the next. It is not just a cargo plane, though. The C-2 brings the carrier air wing and the ship a great deal of supply support in ways that cannot necessarily be measured in pounds.” Shoger echoes those remarks. “The C-2 Greyhound team is a strong community. Throughout 2015, our community is commemorating the "Year of the Greyhound," honoring the aircraft’s fiftieth year in the Navy fleet. As a platform, the C-2 is ready and able to fulfill the COD mission throughout its planned service life, thanks to a series of well-executed upgrades and the continued sustainment efforts of dedicated personnel.” C-2A SLEP The C-2A Reprocured (R) Greyhound is a high-wing monoplane, twin engine turbo-prop aircraft capable of operating from both a shore base and all operational Navy aircraft carrier classes. The mission of the C-2A(R) is to provide rapid response carrier onboard delivery (COD) of fleet essential supplies, repair parts and personnel to sustain at sea operations of deployed battle groups. In addition, the C-2A(R) provides airdrop delivery and mobilization support for
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V-22—Not Your Father’s COD Carrier onboard delivery took at vertical lift turn on January 5, with the signing of a memorandum of understanding to acquire four V-22s between fiscal years 2018 and 2020. According to the budget request for FY16 (projecting out to FY20), the Navy is planning on a total of 48 V-22s, to be known as the HV-22. Modification of the MV-22 to perform the carrier onboard delivery (COD) mission include: (1) external conformal fuel tanks to provide the capability to meet the range requirements that the COD mission demands, (2) a high frequency radio to transmit/receive beyond line of sight over water, and (3) a public address system for use while transporting passengers. The engineering changes are expected in production aircraft in FY18—deliveries starting in FY20. The HV-22 will offer the Navy the ability to cross deck supplies and people using just the single platform without the need to transfer from a fixed wing aircraft to a helicopter. Although moving full speed ahead with the V-22, the Navy has left options open, saying, “The Navy continues to consider acquisition strategies and options to recapitalize the COD capability by 2026.
C-2A Budget FY2008-2020 (in millions)
C-2A
09
10
11
12
13
14
15
16
17
18
19
20
25.0
27.9
16.0
16.28
4.9
.885
0.0
8.16
11.99
8.38
8.28
0.48
special operations forces from land bases and carriers. The design service life of the C-2A(R) was 10,000 flight hours with 15,000 landings. To meet an ongoing demand, the aircraft went through service life extension program (SLEP) operational safety improvement program (OSIP) modifications that increased the service life to 15,000 flight
hours and 36,000 landings, removed and replaced all aircraft wiring and installed various upgrades to allow the C-2A(R) to meet requirements into the next decade. The overall goal of the modifications is to continue procurement efforts for the C-2A(R) SLEP and the Critical Components Program. The Critical Components OSIP is composed of alighting and landings, avionics upgrades, engine power & propulsion, hydraulics, and structural/pressurization engineering change proposals. The C-2 Greyhound AIC-14A Internal Comms System OSIP provided for redesign of the of the C-2A’s AN/AIC-14A C-2645C internal comms system control panel. A notation in the FY10 budget stated that this upgrade would increase C-2A readiness and sortie completion rate by 7 percent, increasing COD support of deployed carrier battle groups engaged in OIF/OEF operations. The C-2 Greyhound Iridium Phone System OSIP (17-10) will ensure that the C-2A has a modem and compatible communications links with key stakeholders in the C-2A mission.
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Risks for Coast Guard in Using Rotational Crews for Cutters ➥ Continued From pAGE 1 systems integrator. The Coast Guard took over responsibility for Deepwater systems integration and program management from the contractor in April 2007. Further, as of the fiscal year 2012 budget, DHS and the Coast Guard no longer use the term “Deepwater”; rather it is called the recapitalization program and includes many of the assets, such as the NSC, that made up the former Deepwater Program. Since assuming responsibility for the Deepwater Program, the Coast Guard has reconsidered the fleet mix required to meet its mission needs through a series of analyses and, as a result, has made some changes to the composition of its asset mix. We found in June 2014, that the Coast Guard, DHS, and Office of Management and Budget officials acknowledged that the Coast Guard could not afford to recapitalize and modernize its assets in accordance with the existing plan at current funding levels. Further, we also reported that the Coast Guard had repeatedly delayed and reduced the capability of its new assets through the annual budget process and did not know the extent to which its mission needs could be tailored and still achieve the desired results. As a result, we concluded that the Coast Guard’s ability to meet future mission needs was uncertain and recommended, among other things, that the Coast Guard develop a 20-year fleet modernization plan that identifies all acquisitions needed to maintain the current level of service and the fiscal resources necessary to build the identified assets. The plan was to also include trade-offs if the fiscal resources needed to execute the plan were not consistent with the Coast Guard’s annual budgets. We stated that a properly constructed 20-year plan was necessary to determine long-term feasibility, provide a basis for informed decisions to align the Coast Guard’s needs and resources, and protect taxpayer investments given the approximately $1.5 billion annual spending for Coast Guard acquisitions. While DHS concurred with this recommendation, it did not fully address our recommendation or set forth an estimated date for the 20-year plan’s completion.
Overview of NSC Acquisitions and Concept of Operations The Coast Guard, within DHS, is the principal federal agency responsible for maritime safety, security and environmental stewardship through multimission resources, authorities, and capabilities. To carry out these missions, the fleet of NSCs is to be capable of helping the Coast Guard execute its most challenging
maritime security missions and to possess enhanced capabilities over the highendurance cutters it is replacing. The NSC was the first cutter class delivered to the Coast Guard under the former Deepwater Program and, according to its concept of operations and other acquisition documents, is the largest and most capable multimission cutter in the Coast Guard, with capabilities for maritime homeland security, law enforcement and defense readiness missions. As outlined in Deepwater planning documents, the Coast Guard’s aging fleet of major cutters—the high- and medium-endurance cutters—were generally to be replaced with the NSC and the offshore patrol cutter (OPC), respectively. The NSCs and OPCs, however, are not intended to be a direct one-for-one replacement of these legacy vessels. Acquisition documents state that fewer new cutters would be needed to conduct the majority of the operational tasking previously assigned to the legacy major cutters by increasing operational days at sea, among other improvements. Specifically, the 41 legacy major cutters operating at that time (12 high-endurance cutters and 29 medium-endurance cutters) were each averaging 185 days away from home port (DAFHP) a year and were to be replaced by 33 new cutters (eight NSCs and 25 OPCs) that were each to achieve 230 DAFHP a year. For purposes of this report, the term “legacy major cutters” to refer to the 378-foot high-endurance cutters and the 210-foot and 270-foot medium-endurance cutters. It does not include the 213-foot Acushnet, the 230-foot Storis, or the 282-foot Alex Haley. Coast Guard officials told GAO that the Coast Guard calculated that it would need the 33 new cutters to achieve 230 DAFHP each year in order to attain roughly the equivalent DAFHP that the 41 legacy major cutters were to achieve with a goal of 185 DAFHP per vessel—about 7,590 for the new cutters and about 7,585 DAFHP per year for the legacy major cutters—as shown in figure 1. Further, in September 2014, senior-level Coast Guard officials stated that a key goal for the NSCs to achieve 230 DAFHP using rotational crewing was to save acquisition costs by increasing the operational performance overall while having to acquire fewer new cutters. According to Coast Guard officials, a decision memorandum documenting the production and deployment of eight NSCs to replace the 12 highendurance cutters was not written. Coast Guard officials said that Deepwater acquisition documents considered factors other than operational time, such as the number of nautical square miles that the NSCs could keep under surveillance with the planned unmanned aerial vehicles and helicopters, a factor that influenced the number of assets the Coast Guard eventually procured.
Figure 1: Comparison of Legacy Major Cutters’ Actual Days Away from Home Port (DAFHP) and Planned New Major Cutters’ Expected DAFHP
This includes 13 270-foot medium-endurance cutters, 14 210-foot medium-endurance cutters, and two mature medium-endurance cutters in the Coast Guard fleet around the time the 2004 Deepwater acquisition documents were being developed.
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Our previous work found that the Coast Guard experienced delays in the delivery of the first NSC and estimated acquisition costs of the eight NSCs had increased by $2.2 billion, from an estimate of $3.5 billion in 2007 to about $5.7 billion in 2014. As discussed later in this report, the first NSC was to be delivered in 2006; however, because of a number of factors, it was delivered in May 2008. As of the end of FY14, the first three of the planned eight NSCs have been deployed—all to Alameda, Calif. The other NSCs are in various stages of production, as shown in table 1. Table 1: Delivery and Ready for Operation Dates and Planned Home Ports for the National Security Cutters (NSC) as of November 2014
Figure 2: Comparison of the Capabilities of the High-Endurance Cutter to the Capabilities of the National Security Cutter
Capability
High-endurance cutter
National Security Cutter
Number in fleet a
12 (7 remain in service)
8 planned (3 ready for operation)
1976
2008
166 (19 officers, 147 crew)
110 (14 officers, 96 crew)
378 feet
418 feet
185 days per year
230 days per year
45 days
60 days
9,600 nautical miles (at an average speed of 15 knots)
12,000 nautical miles (at an average speed of 12 knots)
Maximum speed
29 knotsb
28 knotsb
Patrol speed
12 knots
15 knots
19 feet
22 feet
Year first-inclass cutter commissioned
NSC
Deliverya
Ready for operationb
Bertholf
May 2008
May 2010
Alameda, Calif.
Waesche
November 2009
October 2011
Alameda, Calif.
Length
Stratton
September 2011
March 2013
Alameda, Calif.
Hamilton
September 2014
September 2015
Charleston, S.C.
Targeted days away from home port
Home port
James
June 2015
June 2016
Charleston, S.C.
Munro
December 2016
December 2017
Alameda. Calif.
Kimball
February 2018
February 2019
Honolulu, Hawaii
Midgett
December 2018c
December 2019c
Honolulu, Hawaii
A) This represents the date that the Coast Guard takes possession of the asset from the contractor. B) This represents the date that the cutter and its associated systems are ready to carry out Coast Guard missions. C) This is an estimated date; however, the contract had not been awarded as of November 2014.
As mentioned above, the NSC has key enhancements in capabilities over the legacy high-endurance cutters, as shown in figure 2. One of these enhancements, increased DAFHP, is discussed in greater detail later in this article.
Crew size
Maximum time at sea without reprovisioning Range
Draftc Small boat capabilities
Carries 2 small boats 2 side-mounted small boat recovery systems
Carries 3 small boats 1 side-mounted small boat recovery system for 2 small boats
A) This is as of November 2014. “Ready for operations” is the date that the cutter and its associated systems are ready to carry out Coast Guard missions. B) According to the Coast Guard, the age and condition of the high-endurance cutters, coupled with renovation and modernization modifications made to these vessels over the years, make many of these vessels unable to achieve a maximum speed of 29 knots. C) Draft is the depth of water needed to float the vessel.
As previously reported, the Coast Guard had not completed operational testing on the NSC until after three of the eight vessels were completed. In January through April 2014, operational tests were conducted on the NSCs to determine their operational effectiveness and suitability. We are conducting additional work examining these tests as part of a separate review and expect to present the results in late 2015.
Development of the Crew Rotation Concept (CRC) While the Coast Guard has never implemented rotational crewing for an entire class of vessels, the U.S. Navy has had some experience using rotational crewing. The Coast Guard did use a multicrewing concept for about eight years when some medium-endurance cutters were taken out of service on a rotating basis for equipment upgrades to increase the cutters’ reliability and reduce longer-term maintenance costs, called the Mission Effectiveness Project. Coast Guard officials stated that crews were 26
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swapped out in a five-day period in a variety of locations in the Atlantic area. In reviewing these U.S. Navy programs, we noted in a May 2008 report that rotational crewing has been proven to provide greater forward presence for Navy ships by eliminating ship transits and maintaining more on-station time in distant operating areas. For example, rotational crewing has been used by the U.S. Navy on submarines using a “blue-gold,” or two crews to one vessel, crewing model since the 1960s to keep the submarines deployed up to 230 days a year. We also noted in the May 2008 report that because of cost growth in new vessel classes and federal fiscal challenges, rotational crewing may be one alternative the Navy could use to meet mission requirements and mitigate the effects of cost growth. The Congressional Budget Office and Center for Naval Analyses have also noted procurement savings that could be achieved as a result of using rotational crewing on ships. Further, as of August 2014, the U.S. Navy was testing the use of rotational crewing on its littoral combat ships, with eight crews assigned to the first four deployed ships. As we have previously reported, the long-term concept for the littoral combat ship is to use a 3:2:1 model whereby three crews rotate between two ships, one of which is to be deployed at sea. While the use of rotational crews can provide more operational time at sea, it represents a transformational cultural change from the traditional one-crew-one-vessel concept and requires leadership and accountability for successful implementation. As noted earlier, the Coast Guard’s goal is to increase operational performance of the NSCs and OPCs over that provided by the legacy major cutters they are replacing by achieving 230 DAFHP each year through the use of alternative crewing strategies. Specifically, in September 2008, the Coast Guard issued a concept of operations that estimated that the crew rotation concept would reach initial operating capability in 2011, using three crews to rotate among the first two NSCs, and then reach full operating capability in 2013 by rotating four crews among the three NSCs that were to be deployed by then. Additionally, the Coast Guard and Maritime Transportation Act of 2012 required the Coast Guard to submit a program execution plan before certifying the sixth NSC as ready for operations. This statute states that the Coast Guard Commandant may not certify a sixth NSC as ready for operations before the commandant has submitted to the Committee on Commerce, Science and Transportation of the Senate and the Committee on Transportation and Infrastructure of the House of Representatives program execution plans detailing, among other things, how the first three NSCs will achieve the goal of 225 days away from home port in fiscal years following the completion of the structural enhancements (formally called Structural Enhancement Dry-dock Availability) of the first two NSCs. In November 2014, Coast Guard officials estimated the sixth NSC will be ready for operations in December 2017.
or 210 Plan) uses augmented crew members to achieve the increased DAFHP rather than crew rotations. However, as of the end of FY14, the augmented crew members did not possess all the skills and abilities recommended in the Coast Guard’s manpower requirements analysis since the goal to achieve 210 DAFHP began in FY13.
Delayed Testing of CRC Feasibility One of the key operational performance requirements stated in NSC acquisition, planning and concept of operations documents is to achieve 230 DAFHP through use of a CRC. However, the Coast Guard has postponed testing the CRC from 2011 to 2019 because of, among other things, delays in the delivery of the NSCs and needed structural enhancements to the first two NSCs. In particular, our previous work found that the Coast Guard experienced several delays in the delivery of the NSC first-in-class vessel, the Bertholf, which led to delays in the production of subsequent NSCs. Initially, the Bertholf was to be delivered in 2006, but its delivery date later moved to August 2007 because of specification changes made by the Coast Guard to address added post-9/11 homeland security responsibilities. The Bertholf’s delivery date was then further delayed to May 2008 as a result of substantial damage to the NSC shipyard located in Mississippi, and an exodus of some of the experienced workforce as a result of Hurricane Katrina. Testing and implementation of the CRC was delayed further when the Coast Guard decided, in December 2012, to complete needed structural enhancements to the hulls of the first two NSCs before starting CRC testing. During the design phase, the NSC hull was found, as confirmed by a U.S. Navy study, to be unlikely to meet the 30-year service life expectations because of fatigue. Fatigue is physical weakening because of age, stress or vibration. At the time the structural deficiencies were confirmed, the Coast Guard could not make the design changes because it held only an advisory role in making technical decisions under the Deepwater Program structure. The Coast Guard ultimately decided to correct the structural deficiencies for the first two NSCs at scheduled points after construction was completed to avoid stopping the production lines, and to incorporate structural enhancements into the design and production for future ships. As of October 2014, according to Coast Guard officials, the Coast Guard estimated that the enhancements to the Bertholf’s hull would begin in fiscal year 2017 and requested $20 million in its FY15 budget for the enhancements. Coast Guard officials told us its Capital Investment
Delayed CRC Testing and Lack of Training and Skills While the Coast Guard decided in 2006 that its NSCs would operate using a CRC to achieve 230 DAFHP, various factors have contributed to the Coast Guard’s decision to delay testing of the feasibility of the CRC from the initially planned date of 2011 until 2019—13 years after the Coast Guard’s initial decision to use the CRC. In addition, the Coast Guard has not yet decided what specific crew configurations it will use in testing the CRC and is considering various options. Because of the delays, the Coast Guard developed and is implementing an interim, bridging strategy for the three operational NSCs to achieve 210 DAFHP. The interim plan (the 210 DAFHP Implementation Plan, www.npeo-kmi.com
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Plan projections for FY15-19 include a funding request for structural enhancements for the second vessel, the Waesche. According to Coast Guard officials, the structural enhancement work on the two NSCs is to be done consecutively and would take each cutter out of operation for about a year. Coast Guard officials estimated that the cutters would need to be dry-docked for about six months, followed by dockside work. Further, an additional three months would be needed for validation and testing before each cutter would be ready to resume operations.
Figure 4: Notional Crew Rotation Concept Using Crew Delta to Rotate among the First Three National Security Cutters (NSC)
Figure 3: Timeline of the National Security Cutters’ (NSC) Operational Performance Requirement to Achieve 230 Days Away from Home Port (DAFHP) Using a Crew Rotation Concept (CRC), 2004 to 2021
Note: Coast Guard officials has stated that the fourth crew, Crew D or “Crew Delta” is to rotate among the three NSCs on a schedule that calls for them to be at sea for about 60 days, followed by 60 days back at their home ports. Under this rotation schedule, Crew Delta would complete about 180 days at sea a year on the three NSCs.
Options for Testing the CRC In November 2012, the Coast Guard formed a working group, the Optimizing Cutter Tempo Working Group, to develop the plans to achieve 230 DAFHP using the CRC. As of November 2014, Coast Guard officials told us that they were in the process of considering various rotational crewing options to test. One of the possible rotational crewing options being considered involves the use of one crew assigned to each of the three deployed NSCs and a fourth crew, “Crew Delta,” (Crew D in figure 4) that would rotate among the three NSCs. Notionally, Coast Guard officials stated that Crew Delta would rotate for 60 days at sea on one NSC, while the assigned crew rotates off the cutter. After the 60-day deployment, Crew Delta would then return to its home port and be ashore for about 60 days before deploying for another 60-day rotation at sea on a different NSC. Crew Delta would repeat this process one more time, deploying on the third NSC for another 60-day rotation at sea. This notional two-year rotation schedule would allow for the three assigned NSCs’ crews and Crew Delta to each achieve around 185 DAFHP a year, while the cutters would achieve 230 DAFHP, as shown in figure 4.
Coast Guard officials estimated that for each two-year rotation cycle under this concept, each of the three assigned NSC crews would be rotated off, or swapped out—once at the Alameda, Calif. home port and once at a forward-deployed port. Given the NSC goal of 230 DAFHP each year, the Coast Guard officials estimate that the remaining days in a 365-day year—135 days—would be set aside for maintenance. Another rotational crewing concept Coast Guard officials are considering includes using four crews to rotate among the first three NSCs rather than having a single rotating crew as described above. The officials stated that this rotational crewing concept would provide a consecutive 230 DAFHP operational period for each NSC, followed by a 135-day maintenance period in port, as shown in figure 5. Further, as part of this concept, two crews would complete 118-day DAFHP operational periods on each NSC, with a five-day overlap period to swap out crews. Figure 5: Notional Crew Rotation Concept Using All Four Crews to Rotate among the First Three National Security Cutters
Coast Guard officials stated that, under this rotational crewing concept, two NSCs and two crews would be under way, and one NSC and two crews would be in port at any one time to provide the two off-cycle crews with an NSC in port on which to conduct training and perform 28
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maintenance. The Coast Guard officials told us that crew swap outs could take place at the NSCs’ home port, or other U.S. or foreign ports, such as those with a large U.S. Department of Defense infrastructure in place. According to Coast Guard officials, these and other notional rotational crewing concepts under consideration would require shoresidebased support staff to coordinate crew movements, maintenance, and training. As of November 2014, the Coast Guard had not yet determined which rotational crewing option to test, but it expects to make that decision and finalize the CRC plan by December 2017, in accordance with the Coast Guard and Maritime Transportation Act of 2012.
Figure 7: Days Away from Home Port (DAFHP), by National Security Cutter (NSC), Fiscal Years (FY) 2011 through 2014
Augmented Rather than Rotating Crew Members Given that structural enhancements for the first two NSCs are still several years from being completed and the Coast Guard has delayed testing of the CRC to 2019, the Coast Guard has developed and begun to implement an interim, bridging strategy, or 210 Plan, that aims to increase NSC operational performance by 25 days—from 185 to 210 DAFHP per year. The 210 Plan states that adding 25 more days (DAFHP) per NSC would place a significant burden on the crews. On the basis of this concern, the 210 Plan attempts to mitigate the increased burden on the crews by directing additional resources, including assigning an additional 104 staff, to support the increased operational tempo—49 new crew members to the three deployed NSCs, including 17 crew members to the Bertholf and 16 crew members each to the Waesche and Stratton—and the addition of a 55-person shoreside-based support team to help stand watch and assist with maintenance and other duties when the NSCs are in home port. Thus, the 210 Plan increases the number of crew members aboard each of the three operational NSCs from 110 to 126 or 127, as shown in figure 6. Figure 6: 210 Days Away from Home Port (DAFHP) Implementation Plan to Augment Existing National Security Cutter (NSC) Crews and Create a Shoreside-Based Support Team
In FY13, the first full year that the goal to achieve 210 DAFHP was in place, the two NSCs that were operational during that time period, the Bertholf and the Waesche, did not achieve the goal of 210 DAFHP. Coast Guard officials told us that the NSCs did not achieve 210 DAFHP because of unanticipated budget cuts because of sequestration and a 100-day system installation on the Waesche. In FY14, the Bertholf achieved 215 DAFHP; however, of these 215 DAFHP, the Bertholf spent more than two months undergoing scheduled maintenance away from the home port, as addressed in more detail later in this report. As shown in figure 7, the other two NSCs, the Waesche and the Stratton, have not yet achieved the desired 210 DAFHP.
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Note: Represents data for full fiscal years after the NSCs were determined to be ready for operations, or at a point at which the NSC platform and its associated systems were deemed ready to carry out Coast Guard missions. The ready for operation date for the Bertholf was May 2010, the Waesche was October 2011, and the Stratton was March 2013. DAFHP data were compiled by Coast Guard officials based on the actual calendar days that the cutters were away from Alameda, Calif. the home port for Bertholf, Waesche and Stratton and not compiled from a database. For FY11 and FY12, Coast Guard officials estimated the number of maintenance days based on past cutter schedules. The DAFHP data include days the cutters were in transit, under way (i.e., in the targeted operational area [in theater], dedicated maintenance and dedicated training) and not under way (i.e., in theater, in port dedicated maintenance away from home port).
While Coast Guard headquarters officials told us that they are committed to test the CRC with the goal of achieving 230 DAFHP, other officials raised questions about the benefits of the CRC as compared to the 210 Plan. For example, a Pacific Area Command official told us that a schedule to achieve 230 DAFHP using the CRC may not result in significantly more operational days at sea than the 210 Plan because of the time needed by rotating crew members to meet their training and qualification requirements for the CRC. Further, each time crews rotate, the turnover period is estimated to take five days. Under the CRC, the crew swap outs for each of the three NSCs involved are to take place twice in a two-year period, totaling about 10 days. As described earlier, under the 210 Plan, increasing the NSC’s DAFHP also increases the number of days crew members are away from home port. Since the goal to achieve 210 DAFHP has been in effect, the Bertholf’s crew members were away from home port for 203 days in FY13 and for 215 days in FY14. Six of the nine senior officers assigned to the NSCs that we interviewed and a headquarters NSC program official said that exceeding 185 DAFHP can increase crew fatigue and lower morale. Further, Coast Guard officials added that if crew members continue to experience more than 185 DAFHP a year for an extended period of time, this high personnel tempo could lead to difficulty in retaining and recruiting crew members for the NSCs in the future. A November 2009 Coast Guard–commissioned study supports this position. In particular, the study suggested that reenlistment and retention may decrease if personnel tempo increases and becomes the normal mode of operation rather than an exceptional event for an important mission. Further, the 2009 study cited incentives, such as increased sea pay, that has been used in isolated circumstances by the U.S. Navy to offset the effects of a high personnel tempo. Under the 210 Plan, Coast Guard april 14, 2015
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officials we met with acknowledge these issues but state that the Coast Guard has mitigated them by augmenting the crews on the three operational NSCs and creating a shoreside-based support team to assist the crews during this interim period.
Augmented Crew Members Lack Required Skills and Abilities As stated earlier, to help mitigate the burden on the crew of the planned increase in DAFHP, under the 210 Plan, the Coast Guard has added personnel to augment the crews aboard the three NSCs. Under the 210 Plan, these augmented crew members’ occupations and pay grades are to be aligned as closely as possible to the 126-member crew structure recommended in a September 2011 NSC manpower requirements analysis. Specifically, in September 2011, the Coast Guard completed a manpower requirements analysis that reviewed the NSC staffing standard and recommended, among other things, a net increase of 16 crew members per NSC—from 110 to 126—as the balanced and optimal mix of manpower required to maintain safety and sustain the missions of the NSCs, including the associated number and type of crew members needed by occupation and pay grade. As of the end of FY14, Coast Guard officials told us that the Coast Guard had not authorized resources for the NSC crew structure recommended by the manpower requirements analysis, but rather had augmented the NSC crews as part of the 210 Plan. However, as implemented, the augmented crew members do not reflect the specific mix of skills and abilities that the manpower analysis states are necessary to maintain safety and to sustain the NSC mission performance. For example, the Coast Guard added a total of five electronics technicians to the three NSCs rather than the additional 15 electronics technicians the manpower requirements analysis stated were needed—five for each NSC when at sea. Conversely, the manpower requirements analysis recommended a decrease of a total of six boatswain’s mates for the three NSCs based on its analysis of workload, while under the 210 Plan, the Coast Guard added a total of three boatswain’s mates to these NSCs.
Risk Factors Not Addressed The Coast Guard is taking actions in advance of implementing the CRC, such as conducting extended missions and performing some scheduled maintenance in forward-deployed areas like Alaska; however, it has not yet fully addressed a variety of risk factors—to include staffing, maintenance requirements, home porting plans, crew schedules, and training. As of December 2014, Coast Guard officials could not provide us with complete details regarding how the Coast Guard’s CRC plan, scheduled to be finalized by December 2017, will include efforts to achieve its goal of 230 DAFHP using rotational crews and whether it will contain analyses and actions to address and effectively mitigate the risks identified in this report. If these risk factors are not addressed and mitigated in a timely manner, these factors could affect the success and effectiveness of the Coast Guard’s planned CRC feasibility tests in 2019, as well as the overall feasibility of its goal to achieve 230 DAFHP using the CRC.
Appropriate Number of Crew Members and Shoreside-Based Support Staff As of the end of FY14, the Coast Guard had not determined whether the NSC crew structure recommended by its manpower requirements anal30
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ysis would be in place under the CRC, and had not determined the number of shoreside-based support personnel with the appropriate mix of skills needed to support the CRC. Further, the Coast Guard has not established interim time frames or milestones regarding when these personnel resource determinations are to be completed. As a result, the Coast Guard faces risks in its ability to demonstrate progress in this area and identify and assign the appropriate personnel when the CRC feasibility test is to begin in FY19. As stated earlier, the Coast Guard’s 2011 manpower requirements analysis recommended a NSC crew structure that included a net increase of 16 crew members—from 110 to 126 per NSC—as the optimal mix of manpower required to maintain safety and sustain the missions of the NSCs and that, as of the end of FY14, the Coast Guard had not authorized resources for this recommended crew structure. Coast Guard officials told us that a determination had not been made regarding whether the crew structure recommended by the manpower requirements analysis would be in place under the CRC. Without making a determination on the NSC crew structure under the CRC, NSCs would be operating with 110 crew members, fewer than the recommended optimal staffing structure of 126 crew members. In addition to not determining the needed number of crew members and the required mix of skills the NSC crew members should possess for the CRC test, as of the end of FY14, the Coast Guard had also not yet completed a manpower requirements analysis to determine the appropriate mix of skills needed for the shoreside-based support personnel in order to test the CRC. As of November 2014, Coast Guard officials stated that they had not completed the shoreside-based support personnel manpower requirements analysis because they were analyzing the resource needs of the rotational crewing concepts under consideration. Coast Guard officials told us that it would be important to determine the total number of resources required to implement the CRC—including both the recommended NSC crew structure and shoreside-based support personnel—since it may take a total of three to four years to put the appropriate number and type of crew members in place before the CRC test begins. For example, the Coast Guard would need to identify an additional 64 crew members—16 additional crew members for each of the four crews—largely through transfers from other assignments that would require funding requests at least one year in advance of hiring. Further, Coast Guard officials stated that training times for the needed occupations identified in the manpower requirements analysis may take up to 10 months to complete prior to reporting to an NSC for duty. The identification of these additional crew members to implement CRC is also complicated by the ongoing need to identify and train crew www.npeo-kmi.com
members for the fourth, fifth and sixth NSCs that are to be delivered and deployed during FY15-17. An October 2012 Coast Guard–commissioned study on CRC training needs states that implementation of a successful crew rotation model requires, among other things, a personnel assignment and selection system that prepares crews with the training to operate and maintain the high operational tempo of the NSCs. In addition, a timely and comprehensive manpower requirements analysis of needed shoreside-based support personnel is important because a 2009 Center for Naval Analyses study stated that U.S. Navy ships needed extra maintenance support during crew rotations and that crew rotations worked best when a staff infrastructure was dedicated to planning and support. The 2009 study also reported that the Coast Guard determined at that time it would need a squadron staff of 38 to manage each group of cutters, above and beyond the shoreside-based administrative staff that currently support the cutters. The squadron would be needed to, among other things, oversee the uniformity of maintenance and training across the rotating crews. While there are differences between U.S. Navy and Coast Guard vessels, this study helps to emphasize why it is important for the Coast Guard to complete its manpower requirements analysis. Coast Guard officials told us that similar shoreside manpower requirements for the CRC are not yet known because the number and type of crew members and CRC plan have not yet been finalized and all NSC maintenance requirements are not fully known. Although the Coast Guard has not completed its manpower requirements analysis for shoreside-based crew, a March 2013 Coast Guard– commissioned study on CRC costs estimated that an additional 154 shoreside-based personnel would be needed for the CRC as compared with a one-crew-one-cutter model—378 personnel versus 224—to support the increased maintenance, training, logistics and other functions. In addition, the September 2011 manpower requirements analysis recommended an increase in shoreside support of over 44,000 annual hours of workload in a variety of categories for each NSC when in port. The manpower requirements analysis stated that this work could be accomplished by others, such as additional shoreside-based support personnel or contractors. In November 2014, Coast Guard officials stated that one of the manpower requirements analyses needed for the CRC—determining the appropriate number and mix of skills needed for the additional shoreside-based personnel to conduct NSC maintenance requirements—is being developed, but that a timeframe for its completion had not been established. Further, the officials told us that they planned to conduct additional manpower requirements analyses for shoreside-based personnel needed under the CRC to provide training and other support functions at a later, undetermined date. As a leading practice to better enable management oversight for monitoring the implementation of a specific program and its related projects, the Standard for Program Management, calls for the development of detailed program management information that should include, among other things, estimated completion dates, interim time frames and milestones, and estimates of resource requirements to accomplish the program’s intended ends. Without timely determination of the appropriate number and types of NSC crew members and shoreside-based support personnel needed under the CRC or a time frame for making these determinations, the Coast Guard faces risks in its ability to demonstrate progress in this area and identify and assign qualified and trained personnel and have them in place before the CRC test is to begin in FY19. As a result, the CRC test may have limited usefulness for informing the Coast Guard about the effectiveness or feasibility of the CRC concept. www.npeo-kmi.com
Planned Maintenance Days May Not Be Realistic As described earlier, the Coast Guard has a goal for each NSC to achieve 230 DAFHP each year through the CRC and the remaining 135 days is the maximum number of days a NSC can be in maintenance and still achieve 230 DAFHP. According to senior Coast Guard officials, the 135 maintenance days was determined by subtracting 230 DAFHP from 365 days in a calendar year, and was not based on an analysis of actual maintenance days needed. According to Coast Guard data, as of the end of FY14, the three operational NSCs’ number of days in maintenance each year has consistently exceeded 135 days. As a result, the Coast Guard faces risks in meeting the 230 DAFHP goal. Specifically, as shown in figure 8, during FY11 - 14, NSC maintenance days for the individual NSCs ranged from a low of 158 days in FY12 to a high of 212 days in FY13. Figure 8: Days in Maintenance, by National Security Cutter (NSC), Fiscal Years (FY) 2011 through 2014
Note: This represents data for full fiscal years after the NSCs were determined to be ready for operations, or at a point at which the NSC platform and its associated systems were deemed ready to carry out Coast Guard missions. The ready for operation date for the Bertholf it was May 2010, for the Waesche it was October 2011, and for the Stratton it was March 2013. The Coast Guard classifies maintenance days as dedicated maintenance (under way, in port, and home port) and home port no assigned mission.
Coast Guard officials told us that the Coast Guard faces significant challenges in compressing maintenance into shorter periods of time as the NSCs increase operational days at sea. The officials added that the Coast Guard is taking steps to refine NSC maintenance requirements and is beginning to conduct some scheduled maintenance away from the NSCs’ home ports during missions. For example, in 2013, the Coast Guard conducted NSC maintenance at two distant port locations—called in-theater maintenance periods (ITMP)—at about the halfway point of extended atsea missions. These ITMPs are planned to take from five to 10 days each and are in addition to the NSCs’ 135 planned maintenance days, according to a Coast Guard maintenance official. Coast Guard officials stated they hope to build on the lessons learned from the ITMPs and continue to use ITMPs as a means to address NSC maintenance needs. Coast Guard officials said they have not yet validated estimates for what maintenance tasks should be done on a calendar basis—such as daily, weekly or monthly—or done on a condition basis—such as an observable evidence of need. april 14, 2015
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Coast Guard officials stated they are using a process similar to the U.S. Navy’s Backfit Reliability Centered Maintenance process, which validates existing maintenance requirements by using basic maintenance concepts and by applying operational experience. This methodology first looks to see if the system experiences age degradation, and if so, the current maintenance tasks are analyzed for applicability and effectiveness. The first-in-class Bertholf completed its first scheduled five-year maintenance cycle in February 2014, and the Coast Guard is analyzing data trends and capturing lessons learned that are to be used to adjust NSC maintenance requirements. Further, the Coast Guard was working with a contractor who was in the process of determining what maintenance tasks could be done by NSC crew members and what tasks could be done by shoreside-based support personnel or contractors. In October 2014, Coast Guard headquarters officials told us that while the contractor’s analysis was ongoing, they believed that, on the basis of a preliminary analysis of a planned key maintenance project, they could complete NSC maintenance requirements in a consecutive 135-day time frame and therefore successfully implement the CRC. In November 2014, Coast Guard officials reported that they are working on a project to decrease the number of maintenance days needed to conduct an overhaul of the NSC diesel engines, which is one of the most time-consuming maintenance tasks. In particular, the Coast Guard is studying an option to completely remove the main diesel engine and replace it with a new or overhauled one. This project is estimated to take from 123 to 147 consecutive days, depending on whether the crews work six or five days per week, respectively. The engine removed would then be overhauled for use in another NSC. According to the Coast Guard officials, a preliminary report stated that replacing a main diesel engine would take less time than overhauling an engine in place. However, these officials estimated that this maintenance project was expected to start in 2020, one year after the CRC test is to begin. Thus, the Coast Guard faces risks because it has not yet demonstrated, in practice, whether all NSC maintenance requirements can be completed within the 135 days allotted under the CRC. Further, a March 2013 Coast Guard–commissioned study on CRC alternatives stated that because of a compressed maintenance schedule from an increase in operational days, there is a risk associated with completing all required maintenance in such a compressed schedule. We recognize that the NSC fleet is fairly new and that its maintenance requirements are not yet validated; however, given that the Coast Guard’s plan for implementing the CRC is premised on the goal of achieving 230 DAFHP each year and that a key maintenance project for helping to determine NSC maintenance requirements will not be in place when the CRC test is to begin, it is important that the Coast Guard ensure that maintenance requirements can be completed within the compressed 135day time frame in order to feasibly achieve 230 DAFHP. As stated earlier, the Standard for Program Management calls for the development of detailed program management information to include, among other things, interim time frames and milestones and estimates of resource requirements to accomplish the program’s intended results. Setting interim time frames for conducting an analysis to determine when and how the Coast Guard could complete the NSCs’ yearly maintenance needs within 135 days, as allocated under the CRC, would help mitigate risks by better positioning the Coast Guard to demonstrate progress in this area and determine whether the CRC’s current goals are realistic and sustainable. Further, using the NSCs’ actual maintenance needs, to date, to inform the Coast Guard’s final maintenance plans would 32
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help mitigate risks and ensure that the CRC feasibility test will include goals and schedules that are more realistic and sustainable.
Planned CRC Testing and NSC Home Porting Plan Not Aligned The Coast Guard faces risks in implementing its plan for testing the CRC, as described to us in October 2014, because its plan does not align with the NSC home port plan and may therefore be limited in its usefulness for accurately assessing the feasibility of the CRC. Coast Guard officials told us that the planned CRC test is to include four crews rotating among the first three NSCs based in Alameda, Calif., although, as mentioned above, the Coast Guard has not yet determined the specific rotational concept to be tested or established interim time frames and milestones for making this determination. However, the NSC home porting plan when all eight NSCs are eventually deployed is to involve five crews rotating among the four NSCs based in Alameda, Calif.; and three crews rotating among the two NSCs based in both Charleston, S.C., and Honolulu, Hawaii, as shown in figure 9. Figure 9: Comparison of Planned Crew Rotation Concept (CRC) Testing and National Security Cutter (NSC) Deployment Plan, as of September 2014
Note: As of October 2014, three NSCs were deployed to Alameda, Calif., and the remaining five NSCs were in various phases of production.
Because different crewing concepts can yield varying results in terms of benefits and challenges, it is important to test the crewing concept that best aligns with how the Coast Guard intends to deploy and home port the NSCs. A November 2009 Coast Guard–commissioned study to examine the strengths and weaknesses of different crewing options presented tradeoffs that each option offered in terms of capability, cost and operational risk. For example, depending on the crewing option and the proximity of the home ports to the patrol areas, there will be variations in the amount of transit time and the time that NSCs would be operational in their designated patrol areas. Based on its given assumptions, the 2009 study stated that a five-crew-to-four-cutter option deployment schedule could result in crew members exceeding cutter employment standard limits for crew members of 185 DAFHP averaged over a three-year period. Further, the Coast Guard decided, in December 2012, to implement a plan to operationally test the first three NSCs to 230 DAFHP. DHS acquisition guidance states, among other things, that operational tests should be completed in an operationally realistic environment. Coast Guard officials stated that they believed they are required to use the first three NSCs to increase the NSCs’ DAFHP based on a 2012 statute that was enacted prior to the NSC home porting plan being finalized. The officials further stated that, while the CRC test does not align with the planned home port plan, it will be an operationally realistic environment in that it is to be performed with NSCs and crews from the same www.npeo-kmi.com
home port rotating responsibility for executing missions. We agree that the Coast Guard may be able to test aspects of the CRC, such as crew swap outs and the training of off-cycle crews using the four crews and three NSCs based in Alameda, Calif. However, for example, a more realistic test of the CRC feasibility may be to construct a deployment schedule that aligns with the Coast Guard’s NSC home porting plan—such as using a three-crew-to-two-cutter concept that matches the Coast Guard’s home porting plans for Charleston, S.C., and Honolulu, Hawaii. Further, testing a cutter configuration that differs from the NSC home porting plan introduces risks because it may not provide certain information—such as the optimal schedules for rotating crews and performing maintenance—that would help determine if the CRC is a feasible concept for achieving the planned increases in NSC operational days at sea. As stated earlier, to better enable management oversight for implementing a program, the Standard for Program Management calls for the development of detailed program management information that should include, among other things, interim time frames and milestones. Establishing interim time frames for addressing the misalignment of the crewing concept to be used in the planned CRC test, as compared to the NSC home porting plan, would better position the Coast Guard to demonstrate progress in this area and help to ensure that the CRC test is conducted in an operationally realistic environment and that the test results can be used to determine the optimal schedules for rotating crews and performing maintenance.
Creating Wide Variations in Crew Deployments In addition to the studies the Coast Guard has commissioned on training needs and capabilities, it has also commissioned studies that identified potential risks in implementing the CRC, such as trade-offs in costs; impact on the crews’ time away from home port; and effects on readiness, schedule flexibility in absorbing disruptions, and the amount of time spent in the targeted area of responsibility. However, since the Coast Guard has not yet determined which of the various rotational crewing options to test, it does not know how these risks will be addressed. A March 2011 study, for example, concluded that an optimal CRC implementation schedule could not be constructed to achieve 230 DAFHP, a personnel tempo average of 185 DAFHP for crew members, and an annual average of 120 maintenance days per cutter. Additionally, a November 2009 Coast Guard–commissioned study could not identify a best choice in crewing options, as each crewing option had benefits and challenges in terms of cost, capability and risks for both the NSCs and planned OPCs. The study concluded that the CRC would introduce large variations in personnel tempo from year to year and crew to crew, which could vary by more than 100 days for a single NSC crew from year to year, and by more than 80 days for different NSC crews located at the same home port during a year. The variation in the crews’ personnel tempo would occur because NSCs can make extended deployments at sea that can last for 180 days or longer. According to the study, these variations in crew personnel tempo can have impacts on crew morale and readiness. Similarly, the 2011 study also stated that all CRC alternatives studied had substantial variations in the personnel tempo for crews under different patrol-length scenarios. For example, the study noted that under every CRC alternative studied, crews would regularly spend intervals of five to nine months between deployments and, in rare cases, as long as a year between deployments. These off-cycle periods were longer for crew rotation options www.npeo-kmi.com
having longer patrol lengths and in two-cutter configurations, such as that planned for Charleston, S.C., and Honolulu, Hawaii. The study noted that the CRC for the NSCs, as planned, will result in crews spending several months off-cycle, which could negatively affect crew member training and their readiness for deployment on NSCs. Coast Guard officials stated that they are reviewing the results of these studies and are in the process of determining options for crew rotation schedules that best balance achieving the desired DAFHP for the NSCs while minimizing the impact of increased operational days at sea on the crews and maintenance needs. However, the officials could not provide us with details about how they plan to balance the trade-offs among the variations in crew deployments for the rotational crewing options under consideration, nor could they say when a decision would be made regarding which rotational crewing option the CRC plan would use or whether the plan would explicitly include analyses of the feasibility of achieving 230 DAFHP using the CRC. Without sufficiently addressing the impacts of these potentially wide variations in crew deployment schedules using the CRC in a timely manner, the Coast Guard will face risks that could undermine the success of its plan to increase the NSCs’ operational days at sea.
Risks Related to Training Infrastructure The Coast Guard has made improvements in providing some training courses for crew members before they arrive for NSC duty, but it faces risks because its capacity for training off-cycle crews—which one Coast Guard– commissioned study estimated could range from five to nine months under a CRC—may not be in place and operational when CRC testing is to begin in FY19 and it has not set interim time frames or milestones for improving its training capacity. An October 2012 Coast Guard–commissioned study analyzing the capacity of the Coast Guard’s training system to support rotational crewing found that the system was not ready to support the CRC because (1) the current personnel assignment process did not allow the time necessary for crews to attend training or achieve necessary qualifications prior to reporting to an NSC command, and (2) there is limited availability of high-fidelity simulators that accurately depict an NSC environment to train off-cycle crews. The study stated that under the CRC, NSCs would spend less time in port, and thus training that would normally take place onboard an NSC while in port would instead have to occur in a high-fidelity training environment. Further, the study noted that the Coast Guard risked not meeting operational requirements and creating significant crew burnout if these capability gaps were not addressed. A senior NSC officer we interviewed stated that having a sufficient number of trained crew members readily available for deployment is key april 14, 2015
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to successfully completing NSC missions. Similarly, an NSC commanding officer emphasized in an after action report that having new crew members complete training prior to reporting for duty, called pre-arrival training, is key to ensuring crew members are adequately prepared to conduct required missions. In response to the October 2012 study and other analyses conducted, Coast Guard officials stated that since FY13, the Coast Guard has made NSC training a priority and, according to training data provided by the Coast Guard, the percentage of assigned NSC crew members completing their pre-arrival training has improved. For example, as of the end of FY13, about 69 percent (180 of 262) of assigned NSC crew members had completed the required pre-arrival training courses, and as of the end of FY14, the percentage of assigned NSC crew members who had completed the required pre-arrival training courses increased to 90 percent (362 of 400) of crew members. The reasons given for not completing the pre-arrival courses were mainly because of various scheduling conflicts—that is, course schedules, transfer orders and operational deployment schedules did not align. The Coast Guard attributes the improvement in pre-arrival training rates to making policy changes that restrict cancellations, giving priority status to NSC crew members, and adding a pre-arrival training coordinator. It will be important for the Coast Guard to continue to keep NSC training a priority to ensure that additional crew members needed for the CRC testing and the NSCs that are to be deployed in the near future will receive the required training prior to arriving for service at their assigned NSCs. The Coast Guard has made improvements in ensuring that newly assigned NSC crew members receive required training prior to arrival, but it has not made other improvements needed to support the CRC, such as providing the increased capacity needed for training off-cycle rotating NSC crew members. For example, a March 2013 Coast Guard–commissioned study noted, among other things, that the Coast Guard would need to implement a number of training enhancements to support the CRC—such as establishing training facilities and deploying high-fidelity simulators at each of the three NSC home ports—and that these enhancements would likely not be implemented prior to CRC testing. Similarly, a 2007 Congressional Budget Office report that analyzed rotational crewing on Navy submarines emphasized the importance of training facilities and simulators that mirror the actual submarines trainees would be deployed on for successful rotational crewing implementation. The Congressional Budget Office report doesn’t necessarily correlate to the matter of the Coast Guard’s NSC fleet, but helps to illustrate the importance of training in an operationally realistic environment. In conducting audit work for this report, we interviewed a Congressional Budget Office researcher who has studied and analyzed the rotational crewing used in the U.S. Navy, and he stated that one of the key elements in implementing a successful rotational crewing concept is to develop a robust training infrastructure at shoreside-based facilities for the off-cycle rotating crews. He noted that the Coast Guard would need similar facilities for training its off-cycle rotating NSC crews and support team members. The Coast Guard has a training center in Petaluma, Calif., that is equipped with a simulator that replicates the NSC’s command bridge, as well as an operations center for training crew members assigned to NSCs. Further, the Coast Guard has plans to begin using a new training facility in Yorktown, Va., in FY15 that has an engine laboratory to provide training on cutter engines. However, a survey of NSC command staff, conducted for the October 2012 Coast Guard–commissioned study on training needed to support the CRC, found that 14 of the 81 NSC duties (17 percent) listed in the survey were considered suitable for training without being onboard an NSC. 34
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Further, a number of these duties, such as small boat towing, may require training in other types of high-fidelity simulation labs that the Coast Guard officials stated currently do not exist. In October 2014, Coast Guard officials told us that the Coast Guard does not have any plans to build additional training facilities prior to the start of the CRC test in FY19, but it does plan to increase the capacity of existing facilities for NSC crew training. However, Coast Guard officials could not provide details or a time frame on the efforts to improve the training infrastructure capacity for off-cycle crews through existing facilities or whether these plans will be implemented in time for use during the CRC testing. As stated earlier, a leading practice to better enable management oversight for the implementation of a program, the Standard for Program Management calls for the development of detailed program management information that should include, among other things, interim time frames and milestones. Without developing interim time frames and milestones for expanding existing training facilities and infrastructure prior to the start of the CRC test, the Coast Guard faces risks in demonstrating that it is making progress as intended. Further the Coast Guard could face additional risks because the NSC crew members may not receive all the needed training, a fact that could reduce crew readiness and, in turn, affect the effectiveness of the CRC test, as well as the overall plan to increase NSCs’ operational days at sea.
Risks to Successful CRC Implementation As discussed above, the Coast Guard has delayed developing a plan for the NSCs to achieve its goal of 230 DAFHP using the CRC and has a number of risks to overcome to ensure its planned goal is feasible. Coast Guard officials stated the Coast Guard’s Optimizing Cutter Tempo Working Group is in the process of developing a plan that is to address CRC testing and implementation. In November 2014, Coast Guard officials told us that they had not yet determined the most effective rotational crewing concept among the various options under consideration for the NSC fleet, but that the CRC plan was to be completed by December 2017. However, the Coast Guard officials could not provide details as to whether the CRC plan would address the risks identified in this report and did not establish interim time frames and milestones for taking actions to effectively mitigate them. Federal internal control standards state that decision-makers should comprehensively identify risks associated with achieving program objectives, analyze them to determine their potential effect, and decide how to manage the risks and identify what actions should be taken to address the risks. Further, these standards state that information should be available on a timely basis to allow for effective monitoring of events and activities, and to allow for prompt resolution. Even if the Coast Guard were to mitigate these risks in its CRC plan, because the plan may not be finalized until December 2017, implementing the various mitigating actions could require more time than the Coast Guard would have before it tests the CRC concept as planned in 2019. For example, as stated earlier, Coast Guard officials told us that once the Coast Guard has determined the appropriate number and type of crew members needed for the CRC, identifying and training the new crew members could take three or four additional years. This could lead the Coast Guard to proceed with the CRC test without the appropriate crew, or otherwise further postpone the CRC test. As noted earlier, DHS acquisition guidance states, among other things, that tests should be conducted in an operationally realistic environment. Without a plan that addresses www.npeo-kmi.com
the various risk factors described above within a time frame that allows the Coast Guard to design an effective, operationally realistic CRC test, the Coast Guard could jeopardize the usefulness and effectiveness of the CRC feasibility test. In addition, the risk factors described above could also affect the concept of operations for other Coast Guard vessels, such as the OPC, because the Coast Guard also plans to use the CRC to achieve 230 DAFHP for this class of vessels that is currently under development. As the Coast Guard continues to work on its CRC plan, establishing interim time frames and milestones for carrying out various actions necessary to address and effectively mitigate the risks identified in this report would help the Coast Guard better ensure that it addresses the risks in a timely manner.
Current Performance Measure Does Not Reflect Actual Operational Performance A key operational performance measure, DAFHP, which the Coast Guard has traditionally used in acquisition, planning, and concept-ofoperations documents for its major cutters—NSCs and OPCs—and for the CRC, does not accurately reflect NSCs’ actual operational performance and the Coast Guard has not set a time frame for developing and implementing more accurate measures prior to the CRC test. Specifically, DAFHP is not an accurate measure of cutters’ operational performance because it includes days that the cutters are not operational, such as when an NSC is in maintenance away from its home port. For example, as mentioned earlier in this report, in FY14, the Bertholf achieved 215 DAFHP, but 68 of those days were not operational days, but rather time that the cutter spent in a planned five-year dry-dock maintenance period away from its home port of Alameda, Calif.—see figure 10. Figure 10: Days Away from Home Port (DAFHP), FY11-14
Note is for image above Note: This represents data for full fiscal years after the Bertholf was determined to be ready for operations, or at a point at which the NSC platform and its associated systems were deemed ready to carry out Coast Guard missions. The ready-for-operation date for the Bertholf was May 2010. DAFHP data were compiled by Coast Guard officials based on the actual calendar days that the cutters were away from Alameda, Calif., the home port for Bertholf and not compiled from a database. For FY11 and FY12, Coast Guard officials estimated the number of maintenance days based on past cutter schedules. According to the 210 Plan, maintenance days include under way dedicated maintenance, in-port dedicated maintenance, home port dedicated www.npeo-kmi.com
maintenance, and home port no assigned mission. Coast Guard officials stated that the maintenance could include crew-based maintenance and other maintenance accomplished by the military, civilian or contractor personnel and that the number of days for the different types of maintenance could not be determined. As previously reported on the Government Performance and Results Act, we concluded that a key challenge for achieving a government-wide focus on results was that of developing meaningful, outcome-oriented performance goals and the collection of performance data that can be used to assess results. In addition, we found that to be useful, performance information must meet users’ needs for completeness, accuracy, consistency, timeliness, validity and ease of use. Further, Coast Guard Capability Management guidance states that performance measurement is a means of evaluating efficiency, effectiveness and results and should include program accomplishments in terms of outputs and outcomes. A performance target is a designated level of expected performance expressed as a tangible, measurable target against which actual achievement can be compared, including a goal/objective expressed as a quantitative standard, value, or rate. Further, the Coast Guard guidance states that standards should be established based on a systematic assessment of requirements and are to be updated to reflect changing conditions and clearly defined for each performance measure. Since the DAFHP measure includes days that the NSCs may not be in operation, it is not an accurate measure of operational performance, nor can it effectively serve as a target against which to track the NSCs’ or other cutters’ actual operational performance. The Coast Guard has been aware of the shortcomings of the DAFHP measure for more than a decade. Coast Guard officials reported that they have begun to informally collect new performance data by calendar days, such as days underway in theater—the number of days spent in the area of responsibility providing operational coverage—and the number of days in transit. Also, as of October 2014, the officials stated that the Coast Guard was in the process of developing metrics to capture the time spent on the various missions and activities that NSCs perform—sometimes concurrently. These activities may be challenging to capture because the NSCs are available for all missions while under way. For example, when performing training exercises recently, an NSC was diverted from training to interdict a suspected drug smuggler. Coast Guard officials told us that they will make a determination about what new or additional performance data to collect after gaining experience in gathering these data while operating under the 210 Plan. Further, Coast Guard officials told us that a change in the DAFHP measure is challenging and would take time to formalize and implement given that it would require a redesign of data collection systems and that this change could affect operational performance measures of other cutters using the DAFHP measure. We agree that developing performance measures is challenging; however, the Coast Guard has no specific time frames by which it plans to finalize and implement the revised measures, and Coast Guard officials could not tell us whether the measures and data collection systems would be in place prior to the start of the CRC test. Developing alternatives to the DAFHP measure before implementing the CRC feasibility test would provide better assurance that the Coast Guard could more accurately evaluate the results of the test. Further, the current DAFHP measure will likely overstate the Coast Guard’s progress in achieving its operational goals under the CRC april 14, 2015
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plan. Alternative operational performance measures would enable the Coast Guard to more accurately determine whether its test results and its investment of time, staff, and resources for the CRC, as well as other cutters such as the OPC that are using or plan to use the DAFHP measure, are benchmarked against an appropriate goal to measure increases in operational days at sea.
Conclusions The Coast Guard has delayed testing the feasibility of increasing the operational performance of its NSCs using rotating crews until 2019—13 years after first deciding to use this concept. As a result, the Coast Guard’s concept—that eight NSCs would be able to fulfill or exceed the operational performance of the 12 legacy high-endurance cutters they are replacing—has not been tested or realized. Further, the Coast Guard’s interim plan to achieve increased DAFHP does not use rotational crewing and is currently operating with crew members who do not possess the recommended mix of skills and abilities. Thus, the NSCs as currently crewed (prior to implementation of the CRC) may not be able to be operated and maintained in the most demanding environments based on mission and maintenance requirements. Coast Guard officials stated the Coast Guard is in the process of determining which rotational crewing option to use and is developing a plan—to be completed by December 2017—for testing and implementing the CRC to achieve 230 DAFHP. However, as of December 2014, the Coast Guard could not provide us with details about whether and how it plans to achieve 230 DAFHP using rotational crews, and if the CRC plan will include actions to address and effectively mitigate the various risks that were identified. Given the Coast Guard’s delays, to date, in testing the CRC, and given that the Coast Guard’s goal to achieve 230 DAFHP a year using the CRC has driven its efforts for a number of years, addressing and mitigating the risk factors identified in this report before beginning
the CRC test would help the Coast Guard better ensure the effectiveness and usefulness of the CRC test. Addressing these risks would also help to mitigate concerns that would otherwise call into question the overall feasibility of the Coast Guard’s goal for NSCs to achieve 230 DAFHP using the CRC. Further, if the Coast Guard does not address these risk factors prior to the completion of its CRC plan and does not specify actions for effectively mitigating them, the Coast Guard’s OPCs could also face similar risks because the Coast Guard plans to use the CRC to achieve 230 DAFHP with the OPCs, which are still under development. Until the Coast Guard develops actions for addressing and effectively mitigating the risk factors identified in this report, uncertainty will exist regarding the ability of the Coast Guard to achieve the planned increase in operational days at sea using the CRC. Further, the measure used to set the overall goal that crew rotations are to achieve—230 DAFHP—is not an accurate measure of time spent conducing operations because it can include time that a vessel is undergoing maintenance away from its home port. As a result, the DAFHP metric does not meet GPRA or Coast Guard guidance for performance measures, which call for the development and collection of performance metrics that, among other things, can measure efficiency, effectiveness and results. The Coast Guard has been aware of the weaknesses of this performance measure for more than a decade, but does not have a specific time frame for developing and implementing alternative measures. Developing more accurate operational performance measures than DAFHP prior to CRC testing would ensure that the test results are benchmarked against more appropriate goals to quantify operational performance and provide the Coast Guard more accurate means for determining how best to crew its fleet of NSCs and its planned fleet of OPCs to maximize their operational effectiveness.
Recommendations for Executive Action We are making the following eight recommendations to the commandant of the Coast Guard: To ensure that the NSCs can be operated and maintained in the most demanding environments based on mission and maintenance requirements prior to implementation of the CRC, the Coast Guard should, as expeditiously as possible under its capacity limits and fiscal constraints, fulfill the staffing requirements recommended in the 2011 manpower requirements analysis, including ensuring that while implementing the interim 210 Plan, the NSCs operate with sufficient numbers of crew members who possess the recommended mix of skills and abilities. To improve the Coast Guard’s ability to make informed decisions about the overall feasibility of its goal to achieve 230 DAFHP using the CRC, and to ensure the effectiveness of the scheduled CRC feasibility test, we recommend that the Coast Guard’s CRC plan, scheduled to be completed by December 2017, should specify mitigation actions to effectively address the risk factors identified in this report, including • determining the appropriate number of NSC crew and shoresidebased support personnel with the right mix of skills and abilities and having them in place when the Coast Guard tests the CRC; • conducting an analysis of when and how NSC maintenance requirements could be completed within the 135 days allocated under the CRC, including using the NSCs’ actual maintenance needs to inform the Coast Guard’s final maintenance plans;
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• addressing the misalignment of the crewing concept to be used in the planned CRC test, as compared to the NSC home porting plan, so that the CRC test is conducted in an operationally realistic environment and that the test results can be used to determine the optimal schedules for rotating crews and performing maintenance; • addressing the potential impacts of wide variations between alternative CRC deployment schedules; and • expanding the Coast Guard’s training infrastructure capacity to provide crew members with the necessary training for off-cycle rotating NSC crew members under the CRC. To ensure that the Coast Guard is making progress in a timely manner to address and effectively mitigate the risk factors identified above, we recommend that the Coast Guard develop interim milestones for the various actions to be taken on each of the risk factors as the Coast Guard completes the CRC Plan. Finally, to ensure that the Coast Guard is making progress in developing alternative measures that provide more accurate indicators of operational performance in a timely manner, we recommend that the Coast Guard establish time frames and interim milestones for developing and implementing these alternative measures for use prior to CRC testing. These measures could then be used for both the NSCs, as well as for other cutters, such as the OPC, that currently use or plan to use the traditional DAFHP performance measure.
Department of Homeland Security and Coast Guard Comments A draft of this report to the Department of Defense, DHS and the Coast Guard for review and comment. The Department of Defense did not provide any comments. DHS and the Coast Guard provided technical comments that have been incorporated into this report as appropriate. DHS also provided written comments. In its comments, DHS concurred with the report’s eight recommendations and described actions that the Coast Guard has under way or planned to address the recommendations. DHS concurred with the first recommendation and stated that the Coast Guard has a working group that is reviewing NSC crew levels and will be providing an update and recommended way forward to senior leadership. The Coast Guard does not yet have an estimated completion date for this review. DHS concurred with the second recommendation and stated that the Coast Guard assistant commandant for human resources is working to complete an analysis of shoreside-based support staff needed to complete the CRC test and estimated the completion date for this analysis by the end of March 2015. DHS concurred with the third recommendation and stated that the Coast Guard assistant commandant for engineering and logistics’ ongoing analysis show that compression of NSC maintenance into 135 consecutive days is achievable. The analysis is still ongoing, though, and the Coast Guard does not yet have an estimated completion date www.npeo-kmi.com
for this analysis. DHS concurred with the fourth recommendation and stated that the Coast Guard and Maritime Transportation Act of 2012 specifically directs the Coast Guard to submit a plan f or how it will achieve increased DAFHP using the first three NSCs that are to be home ported in Alameda, Calif. The DHS letter further stated that the lessons learned from the CRC test will be used to inform the crewing models to be used for the NSCs that are to be home ported in Alameda, Calif.; Charleston, S.C.; and Honolulu, Hawaii. The Coast Guard does not yet have a completion date for the CRC test. DHS concurred with the fifth recommendation and stated that the assistant commandant for capability continues to evaluate possible crewing plans for achieving increased DAFHP and that any final crewing plans will seek to mitigate differences in deployment schedules. The Coast Guard does not yet have an estimated completion date for finalizing the crewing plans. DHS concurred with the sixth recommendation and stated that the scope of facilities needed for training the NSC crews will depend on the rotational crewing plan selected and that this process is still under way. The Coast Guard does not yet have an estimated completion date for addressing this recommendation. DHS concurred with the seventh recommendation and stated that the Coast Guard assistant commandant for capability is examining best practices to mitigate the risks involved in moving to a new operation model and will input milestones as appropriate. The Coast Guard does not yet have an estimated completion date for this task. DHS concurred with the eighth recommendation and noted that the DAFHP metric does have some usefulness, but added that the Coast Guard is in the process of evaluating an improved suite of metrics to better reflect the direct performance capabilities of the major cutter fleet. This process is ongoing and the Coast Guard does not yet have an estimated completion date. We will continue to work with the Coast Guard and monitor its progress in addressing each of these recommendations. Jennifer A. Grover, is director of homeland security and justice at the Government Accountability Office and author of the recent GAO report titled “Coast Guard, Timely Action Needed to Address Risks in using Rotational Crews.” april 14, 2015
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Contract Awards
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Lockheed Martin Corp., Lockheed Martin Aeronautics Co., Fort Worth, Texas, is being awarded a $150,609,953 fixed-priceincentive (firm target) contract to provide an integrated reprogramming capability to build, test, modify, and field F-35 Lightning II mission data files for Australia and the United Kingdom. Work will be performed in Fort Worth, Texas, and is expected to be completed in December 2018. International partner funds in the amount of $150,609,953 are being obligated on this award, none of which will expire at the end of the current fiscal year. This modification combines purchases for the governments of Australia ($82,885,335; 55 percent) and United Kingdom ($67,724,618; 45 percent). This contract was not competitively procured pursuant to 10 U.S.C. 2304(c)(1). The Naval Air Systems Command, Patuxent River, Md., is the contracting authority (N00019-15-C-0105). Northrop Grumman Systems Corp., Woodland Hills, Calif., is being awarded an $83,738,954 indefinite-delivery/indefinite-quantity contract for research and development efforts associated with the system improvement of system configuration sets for the AH-1Z and UH-1Y mission computers in support of the U.S. Marine Corps. Efforts include designing, developing and implementing upgrades to existing mission computer software and ancillary hardware and/or improved functionality and obsolescence management of the mission computer. Work will be performed in Woodland Hills, Calif., (80 percent); Salt Lake City, Utah (15 percent) and Baltimore, Md. (5 percent) and is expected to be completed in April 2019. This contract was not competitively procured pursuant to FAR.6.302-1. Fiscal 2014 research, development, test and evaluation (Navy) funds in the amount of $150,000 will be obligated at time of award,
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American Overseas Marine Corp., Quincy, Mass., is being awarded a $16,908,829 modification under a previously awarded firm-fixed-price contract (N0003-10-C-5300) to exercise
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all of which will expire at the end of the current fiscal year. The Naval Air Systems Command, Patuxent River, Md., is the contracting activity (N68936-15-D-0013). BAE Systems San Diego Ship Repair, San Diego, Calif., is being awarded a $35,139,444 modification to previously awarded cost-plus-award-fee/incentivefee contract (N00024-12-C-4403) for USS Comstock (LSD 45) fiscal 2015 phased maintenance availability (PMA). A PMA includes the planning and execution of depot-level maintenance, alterations, and modifications that will update and improve the ship's military and technical capabilities. Work will be performed in San Diego, Calif., and is expected to be completed by February 2016. Fiscal 2015 operations and maintenance (Navy) funding in the amount of $35,139,444 will be obligated at time of award and will expire at the end of the current fiscal year. The Southwest Regional Maintenance Center, San Diego, Calif., is the contracting activity. NAVGeo, LLC, Dayton, Ohio, is being awarded a maximum amount $30,000,000 indefinite-delivery/indefinite-quantity architect-engineering contract with a for Geographic Information Systems, professional surveying and mapping services for work predominantly in the eastern continental United States, worldwide. No task orders are being issued at this time. Work will be performed at various Navy and Marine Corps facilities and other government facilities predominantly in the eastern United States but also worldwide. The term of the contract is not to exceed 60 months with an expected completion date of April 2020. Fiscal 2015 operation and maintenance (Navy) contract funds in the amount of $10,000 are being obligated on this award and will expire at the end of the current fiscal year.
an option for the operation and maintenance of seven large, medium speed roll-on/roll-off ships. These seven ships support the deployed military forces worldwide. Work will be performed
This contract was competitively procured via the Navy Electronic Commerce Online website, with nine proposals received. The Naval Facilities Engineering Command, Atlantic, Norfolk, Va., is the contracting activity (N62470-15-D-5007). TW Metals, Exton, Pa., has been awarded a maximum $200,000,000 fixedprice with economic-price-adjustment, indefinite-delivery/indefinite-quantity, prime vendor contract for metals tailored logistics support for the Southeast region. Estimated value cited is based on demand quantities for the life of the contract. This contract was a competitive acquisition, and four offers were received. This is a five-year base contract with no option period. Location of performance is Pennsylvania with an April 8, 2020 performance completion date. Using military services are Army, Navy, Air Force, Marine Corps and federal civilian agencies. Type of appropriation is fiscal year 2015 defense working capital funds. The contracting activity is the Defense Logistics Agency Troop Support, Philadelphia, Pa. (SPE8E515-D-0015). The Boeing Company, St. Louis, Mo., has been awarded a maximum $173,500,000 undefinitized contract for various aircraft control surface depot level repairable spare parts. Estimated value cited is based on demand quantities for the life of the contract. This contract was a sole-source acquisition. This is a four-year base contract with no option periods. Location of performance is Missouri with an April 30, 2019 performance completion date. Using military service is Navy. Type of appropriation is fiscal year 2019 Navy working capital funds. The contracting activity is the Defense Logistics Agency Aviation, Philadelphia, Pa. (SPRPA1-14-D002U-TH01).
at sea worldwide, and work is expected to be completed by October 14, 2015. Fiscal 2015 transportation working capital funds in the amount of $16,908,829 are obligated at the time
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of award. Contract funds will not expire at the end of the current fiscal year. Military Sealift Command, Washington, D.C., is the contracting activity. L-3 Chesapeake Sciences Corp., (small business) Millersville, Md., is being awarded a $20,791,860 cost-plusincentive-fee undefinitized contract action for the production of six TB-29A Compact Towed Array (CTA) production representative units to be installed on Virginia-class submarines. This effort is the result of Small Business Innovation Research (SBIR) topic number N05-125, Compact Towed Sonar Array. TB-29A CTA provides the U.S. Naval Fleet with the next generation of array technology to address reliability and maintain mission operational capability. The TB-29A CTA is a reliability improvement array that incorporates CTA telemetry while maintaining TB29A acoustic performance. Work will
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Progeny Systems Corp., Manassas, Va., is being awarded a $40,748,087 indefinite-delivery/ indefinite-quantity, cost-plus-fixed-fee contract for Data Analysis Reporting Tool Set (DARTS) engineering services to collect and analyze platform, Non-Propulsion Electronics System, and command, control, communications and intelligence data for the Naval Undersea Warfare Center (NUWC) Test Program. The objective of this sole source follow-on contract is to continue the application of the Automated Testing System technology to support the NUWC Test Program. The contractor shall tailor the DARTS to the needs of the individual test event, provide DARTS installation and removal services and operational support for test events, establish and manage DARTS test database, provide configuration management of DARTS variants, and maintain and store the DARTS equipment. Work will be performed in Groton, Conn., (74 percent), Manassas, Va., (11 percent), Port Canaveral, Fla., (5
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be performed in Millersville, Md., (50 percent), Ashaway, R.I., (25 percent), and Liverpool, N.Y., (25 percent) and is expected to be completed by August 2016. The letter contract is expected to be definitized by October 2015. Fiscal 2013, 2014 and 2015 shipbuilding and conversion (Navy) funding in the amount of $8,894,436 will be obligated at time of award and will not expire at the end of the current fiscal year. This contract was not competitively procured under the authority of 10 U.S.C. 2304(c)(5) -authorized or required by Statue 15 U.S.C. 638 (r) Aid to Small Business. Also in accordance with FAR 6.302-5 which states that full and open competition need not be provided for when a statute expressly authorizes that the acquisition be made from a specified source. The Naval Sea Systems Command, Washington, D.C., is the contracting activity (N0002415-C-6275).
Northrop Grumman Systems Corp., Herndon, Va., is being awarded a $12,211,431 modification to a previously awarded firm-fixed-price contract (N00019-12-C-0096) to manufacture, build and test two B Kits, including Weapons Replaceable Assemblies and antennas, for future installation into the E6-B aircraft. In addition, this modification provides for two B Kit Spare parts. Work will be performed in Salt Lake City, Utah, (77 percent), San Diego, California (20 percent), and Woodland Hills, California (3 percent), and is expected to be completed in December 2016. Fiscal 2015 aircraft procurement (Navy) funds in the amount of $12,211,431 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.
percent), Washington, D.C., (4 percent), West Palm Beach, Fla., (3 percent), Newport, R.I., (2 percent) and Pearl Harbor, Hawaii (1 percent), and is expected to be completed by April 2020. Fiscal 2015 research, development, test and evaluation funding in the amount of $2,999,840 will be obligated at time of award, and will not expire at the end of the current fiscal year. This contract was not competitively procured as this is a Phase III follow-on SBIR contract. The Naval Undersea Warfare Center Division Newport, Newport, R.I., is the contracting activity (N66604-15-D-0130).
throughout the Naval Facilities Engineering Command Atlantic’s responsibility, worldwide. The work to be performed provides for the preparation of various documents to support design and/or engineering services for base development planning and engineering services for AICUZ, RAICUZ and other encroachment-related studies. AICUZ documents including the following: detailed analysis of aircraft noise, accident potential, land use compatibility, operations alternatives and potential solutions to both existing and potential incompatible land use problems. RAICUZ documents include the following: quantify range compatibility zones, aircraft noise zones and blast noise zones, develop strategies for lands affected by potential weapon impacts or noise impacts, and develop a strategy to promote compatible development on land within these areas. Work will be performed in Maryland (25 percent), Virginia (20 percent), North Carolina (20 percent), Florida (20 percent), California (10 percent) and the
Ecology and Environment Inc., Lancaster, N.Y., is being awarded a maximum amount $15,000,000 indefinite-delivery/indefinite-quantity architect-engineering contract for base development planning and engineering services for Air Installations Compatible Use Zones (AICUZ) and Range Air Installations Compatible Use Zones (RAICUZ) studies for various locations
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Contract Awards
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adjacent waters of the Atlantic and Pacific Oceans, including the continental United States, the Caribbean, Europe, North Africa and other areas worldwide (5 percent). The term of the contract is not to exceed 60 months with an
expected completion date of April 2020. Fiscal 2015 operation and maintenance (Navy) contract funds in the amount of $10,000 are being obligated on this award and will expire at the end of the current fiscal year. This contract was
competitively procured via the Navy Electronic Commerce Online website, with two proposals received. The Naval Facilities Engineering Command, Atlantic, Norfolk, Va., is the contracting activity (N62470-15-D-5010).
Northrop Grumman Systems Corp., Melbourne, Fla., is being awarded a $146,690,370 cost-plus-incentive-fee contract for the design, development, fabrication, assembly, integration, furnishing, test and evaluation support, and documentation for the following systems in support of the E-2D Advanced Hawkeye aircraft: Accelerated Mid-Term Interoperability Improvement Program; Secure Internet Protocol Router Chat; Multifunctional Information Distribution System Joint Tactical Radio System; and Cooperative Engagement Capability. Work will be performed in Melbourne, Fla., (84.58 percent); Ronkonkoma, N.Y., (4.8 percent); Bethpage, N.Y., (2.5 percent); St. Augustine, Fla., (1.85 percent); Boulder, Colo., (1.79 percent); Norfolk, Va., (0.96 percent); Fort Wayne, Ind., (0.69 percent); Woodland Hills, Calif., (0.64 percent); Owego, N.Y., (0.4 percent); Torrance, Calif., (0.19 percent); Carlsbad, Calif., (0.1 percent); and various other locations within the United States (1.5 percent). Work is expected to be completed in June 2019. Fiscal 2015 research, development, test and evaluation (Navy) funds in the amount of $27,700,000 will be obligated at time
of award, none of which will expire at the end of the current fiscal year. This contract was not competitively procured pursuant to FAR.6.302-1. The Naval Air Systems Command, Patuxent River, Md., is the contracting activity (N0001915-C-0091). Detyens Shipyards, Inc., North Charleston, S.C., is being awarded a $15,812,647 firm-fixed-price contract for a 75-calendar day shipyard availability for the regular overhaul and dry docking of USNS Lewis and Clark (T-AKE 1). Work will include bridge equipment annual service, main diesel generator overhaul, life raft annual certification, drydocking, propeller shaft inspection, underwater hull cleaning and painting, freeboard cleaning and painting, overhaul sea valves, blast and coat tanks, and renew flight deck non-skid. The contract includes options which, if exercised, would bring the total contract value to $16,157,314. Work will be performed in North Charleston, S.C., and is expected to be completed by July 3, 2015. Fiscal 2015 operations and maintenance (Navy) contract funds in the amount of $15,812,647 are being obligated at the time of award. Contract
funds will not expire at the end of the current fiscal year. This contract was competitively procured, with proposals solicited via the Federal Business Opportunities website, with two offers received. The U. S. Navy’s Military Sealift Command, Washington, D.C., is the contracting activity (N32205-15-C-3012). Electric Boat Corp., Groton, Conn., is being awarded a $7,038,334 cost-plusfixed-fee modification to the previously awarded contract (N00024-03-C-2101) for the already accomplished procurement and manufacturing of onboard repair parts. This contract is for the definitization of a previously authorized unpriced task order. The work was performed in Newport News, Va., (75 percent), Groton, Conn., (22 percent), and Quonset Point, R.I., (3 percent), and was completed in June 2013. Fiscal 2009, 2010, 2011 and 2014 shipbuilding and conversion (Navy) contract funds in the amount of $7,038,334 will be obligated at time of award and will not expire at the end of the current fiscal year. The Supervisor of Shipbuilding Conversion and Repair, Groton, Conn., is the contracting activity.
L-3 KEO, Northampton, Mass., is being awarded an $111,794,194 cost-plusincentive-fee, fixed-price-incentive-fee, cost-plus-fixed-fee, cost-only, and firmfixed-price contract for the development, first article, production and support of the Low Profile Photonics Mast (LPPM). The LPPM is a modular non hull-penetrating imaging sensor sited in a telescoping universal modular mast bay that provides submarines with improvements in
stealth and survivability. Features include short wave infrared and high definition visual imaging, laser range finding, special stealth features, and a capable antenna suite with broad spectral coverage and direction finding. This contract includes options which, if exercised, would bring the cumulative value of this contract to $157,000,000. Work will be performed in Northampton, Mass., (92 percent); and Newington, Va., (8 percent), and is
expected to be completed by December 2018. Fiscal 2015 shipbuilding and conversion (Navy), fiscal 2015 other procurement (Navy), and fiscal 2015 research, development, test and evaluation funding in the amount of $48,693,558 will be obligated at the time of award and will not expire at the end of the current fiscal year. This contract was competitively procured on the basis of full and open competition via the Federal Business Opportunities
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website, with two offers received. The Naval Sea Systems Command, Washington, D.C., is the contracting activity (N0002415-C-6250). BAE Systems, Land & Armaments LP, Minneapolis, Minn., is being awarded a $52,991,616 modification to previously awarded contract N00024-13-C-5314 to exercise options for fiscal 2015 MK 41 Vertical Launching System (VLS) canister production requirements. BAE will provide 80 MK 14 MOD 2 canisters, 149 MK14 MOD 2 government furnished equipment upgrades, 49 MK 21 MOD 2 canisters, 101 MK 21 MOD 3 canisters, and 15 MK 25 MOD 0 canisters with associated coding plug assemblies, explosive bolts, and impulse cartridge assemblies. Work will be performed in Aberdeen, S.D., (87 percent); and Minneapolis, Minn., (13 percent), and is expected to be completed by June 2017. Fiscal 2013, 2014 and 2015 weapons procurement (Navy); fiscal 2015 Defense-wide procurement; and fiscal 2015 research, development, test and evaluation funding in the amount of $52,991,616 will be obligated at time of award. Contract funds will not expire at the end of the current fiscal year. The Naval Sea Systems Command, Washington, D.C., is the contracting activity. Raytheon Co., Integrated Defense Systems, Tewksbury, Mass., is being awarded a $33,266,731 modification to previously awarded contract N0002410-C-5126 to purchase DDG 1000 spares. The purpose of this modification is to add hours for engineering services under contract line item number 0040 and 0041 in support of DDG 1000 Class Zumwalt Destroyers. Work will be performed in Portsmouth, R.I., (60 percent); Bath, Maine (25 percent); and Tewksbury, Mass., (15 percent), and is expected to be completed by July 2015. Fiscal 2015 research, development, test and evaluation, and fiscal 2015 shipbuilding and conversion (Navy) funding in the amount of $27,717,758 will be obligated at time of award. Contract funds will not expire at the end of the current fiscal year. The Naval Sea Systems
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Command, Washington, D.C., is the contracting activity. General Dynamics Norfolk, Norfolk, Va., is being awarded a $35,098,989 undefinitized contract action as a modification to previously awarded contract (N00024-11-C-4303) for USS George H.W. Bush (CVN 77) fiscal 2015 planned incremental availability. The CVN multiship, multi-option addresses maintenance, repair and modernization efforts for CVN 68 class aircraft carriers home ported in and visiting the Hampton Roads area, as well as for selected non-nuclear propulsion plant while coordinating with the Naval Supervising Activity, Norfolk Naval Shipyard (NNSY), to properly integrate their efforts with nuclear propulsion plant work conducted by NNSY. Work will be performed in Portsmouth, Va., and is expected to be completed by December 2015. Fiscal 2015 operations and maintenance (Navy) funding in the amount of $8,774,747 will be obligated at time of award and will expire at the end of the current fiscal year. Mid-Atlantic Regional Maintenance Center, Norfolk, Va., is the contracting activity. Huntington Ingalls Inc., Pascagoula, Miss., is being awarded a $12,299,265 modification to previously awarded contract N00024-14-C-2410 for additional LX(R) Amphibious Ship Replacement Program early industry involvement for preliminary design efforts. The LX(R) Amphibious Ship Replacement Program awarded early industry involvement contracts to two U.S. shipyards (Huntington Ingalls Industries Inc., Ingalls Shipbuilding Division, and General Dynamics NASSCO) that have the facilities and resources to build a large amphibious ship without major re-capitalization. The contractor(s) will be required to continue to perform design efforts, special studies, analyses and reviews in support of the LX(R) Amphibious Ship Replacement Program. The tasking may include efforts related to systems engineering, marine engineering, naval architecture, cost estimating and computer modeling. The early industry
involvement contracts will enable the shipyards to investigate ship designs and production cost reduction opportunities and to participate in the preliminary design evolution and reviews. Input from the shipyards will help the government refine its analysis and produce sound design products and cost estimation relationships. The participation of these two shipbuilders in the early design and preliminary design phases captures total ownership cost reduction opportunities upfront, when larger savings may be achieved, prior to ship detail design and construction. Work will be performed in Pascagoula, Miss., and is expected to be completed by October 2016. Fiscal 2015 research, development, test and evaluation contract funds in the amount of $7,200,000 will be obligated at time of award and will not expire at the end of the current fiscal year. The Naval Sea Systems Command, Washington, D.C., is the contracting activity. CACI Technologies Inc., Chantilly, Va., is being awarded an $11,807,528 modification under previously awarded contract N00024-14-C-6307 for professional support services in support of Program Executive Office Littoral Combat Ships. CACI Technologies will provide: (1) program analysis, development, control, and monitoring support; (2) administration, communication and human resources; (3) business, finance, and cost estimating; (4) technical and engineering support; (5) information technology; and (6) life cycle support. Work will be performed in Washington, D.C., (90 percent); Norfolk, Va., (4 percent); San Diego, Calif., (2 percent); Panama City, Fla., (2 percent); Newport, R.I., (1 percent); and Monterey, Calif., (1 percent), and is expected to be completed by June 2015. Fiscal 2014 research, development, test and evaluation, fiscal 2014 operations and maintenance (Navy), and fiscal 2015 other procurement (Navy) contract funds in the amount of $11,807,528 will be obligated at time of award. Contract funds in the amount of $10,686,573 will expire at the end of the current fiscal year. The Naval Sea Systems Command, Washington, D.C., is the contracting activity.
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