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Self-Sustaining Ships: Naval Logistics for the Future Vice Admiral Philip H. Cullom, Deputy Chief of Naval Operations for Fleet Readiness and Logistics Keeping the Navy and Marine Corps focused on developing the fleet’s warfighting skills and techniques, as opposed to administrative work, is a crucial innovation goal of the Department of the Navy. A central part of this line of effort is cutting the service’s need for logistics—the “tail” supporting the “tooth” of their operational capabilities. If liberated from much of the supply chain, both the Navy and Marine Corps could operate more efficiently as well as more securely. The need for much of our current-day information flow, often challenged by adversaries’ cyber activities, would also drop dramatically.

This opens the way to the concept of the “self-sustaining” ship: one equipped with a safe energy source, such as a small fusion reactor, producing fungible energy for shipboard use. Fusion power would allow the vessel to operate using seawater as fuel, allowing it limitless range. Its fungible energy can be instantaneously switched, as needed, to propel the ship, power its sensors and ultimately produce its own weapons, making missiles and gunpowder unnecessary. The same fusion energy source provides power to mechanical and electrical systems, as well as for new additive manufacturing processes.

These new manufacturing processes would create 3D-printed unmanned ISR/EW/ Strike-persistent vehicles for launch from the ship, tungsten rounds for its fusion-powered rail gun, quality food, on-demand spare parts and materials for shipboard system maintenance, fuel for aircraft and a slew of iRobots for logistics tasks (e.g., preventative maintenance, food preparation, fuel quality assurance, FOD walk-downs and cleaning/ repair). Such capabilities will enable crews to focus with laser attention on warfighting tasks instead of supply and maintenance issues. Coupled to its inexhaustible fusion

power, the ship has longer on-station time through enhanced energy storage and power management, stern flaps, smart dashboards, hybrid electric drive and hyper-efficient energy technologies. These all provide longer endurance for one-of-a-kind parts not replaceable at sea. The ship is semisubmersible, making it stealthy, survivable and versatile in many high-threat operating environments.

Making such a leap is not easy. This concept for a “self-sustaining ship” should be created by an advanced acquisition process, in which all platform and related package requirements are considered holistically during the Analysis of Alternatives, akin to our country’s space program. There would be no further program requirements added after the Analysis of Alternatives, as such capabilities could be organically developed by the ship’s crew. Developing such an independent acquisition process will take much focus by senior leadership of the Department of the Navy, sustained over a long period of time. Yet the payoff could be immense, for with such ships our fleet would become largely self-sustaining, making redundant the lengthy and expensive logistics umbilical cord, as well as leading America toward ridding itself of dependence on Middle East oil. In that way, our operational advantages would grow continually while remaining affordable to the American taxpayer and generating important political and military advantages.

26 May 2015

Plus:

• Navy Launches Crowdsourced Innovation Platform • AMDR Design Review

Surface Ships: Status of the Navy’s Phased Modernization Plan In March 2014, as part of the President’s Budget for Fiscal Year 2015, the Navy proposed a Phased Modernization Plan that included placing 11 Ticonderoga-class cruisers (large surface combatants) and three dock-landing ships (amphibious ships) into a phased modernization and maintenance period to reduce near-term funding requirements and as a means to extend the life of the ships.

This action followed a series of key Navy and congressional actions for cruisers and docklanding ships as shown in Figure 1.

In February 2015, the Navy revised its original Phased Modernization Plan and put forth a new plan for its cruisers. The new plan stated that each year no more than two cruisers would be placed in phased modernization; no cruiser would remain in phased modernization for more than four years; and no more than six cruisers would be in phased modernization at the same time.

The Navy did not consider any formal alternatives to the original Phased Modernization Plan. Navy officials stated that the plan evolved over time and informal discussions were held within the Navy to determine the best plan. In addition, the Navy identified benefits and risks of its original Phased Modernization Plan. Under the new plan, some of the benefits and risks the Navy identified in its original plan may increase while others may decrease.

Objective 1: What implementation plan did the Navy develop for phased modernization?

The Navy’s Phased Modernization Plan placed 11 cruisers and three dock-landing Continued On pAGE 16 ➥

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May 26, 2015

Table of Contents Editorial Editor

Jonathan Magin jonathanm@kmimediagroup.com Managing Editor

Harrison Donnelly harrisond@kmimediagroup.com Copy Editor

Kevin Harris kevinh@kmimediagroup.com Correspondents

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

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Self-Sustaining Ships: Naval Logistics for the Future . . . . . . . . . . . . . . . . . . . . . . . . . . .1 Surface Ships: Status of the Navy’s Phased Modernization Plan . . . . . . . . . . . . . . .1 Future USNS Brunswick (JHSV 6) Launched . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .3 Navy Lays Keel for PCU Indiana . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4 USS Shiloh Strengthens Relations with Japan . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .4 USS Milius Provides Theater Security in 7th Fleet . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .5 Navy’s AMDR Completes System Critical Design Review . . . . . . . . . . . . . . . . . . . . . .5 5th Annual Wounded Warrior Conference . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .6 Naval Surface Warfare Center Workforce Training and Development . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .6 George Washington CSG Begins Patrol, Increases Maritime Security . . . . . . . . . .7 APKWS II Production Intent . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .7 Advanced Explosive Ordnance Disposal Robotic System Increments (AEODRS) 2 and 3 Industry Awareness Day . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8

Ed Crenshaw edc@kmimediagroup.com

SURFLANT Hosts Surface Line Week . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .8

KMI Media Group

Navy Announces Successful Test of Electromagnetic Catapult . . . . . . . . . . . . . . . . 9

Chief Executive Officer

Publisher and Chief Financial Officer

Commercial Broadband Satellite Program Small Ship Variant Terminal . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9

Editor-In-Chief

Navy Launches Crowdsourced Innovation Platform . . . . . . . . . . . . . . . . . . . . . . . . . . 10

Jack Kerrigan jack@kmimediagroup.com Constance Kerrigan connik@kmimediagroup.com Jeff McKaughan jeffm@kmimediagroup.com Controller

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RAST Successor . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10 Comprehensive Shipboard Anti-ship Missile Defense . . . . . . . . . . . . . . . . . . . . . . . . . 11 USS Freedom (LCS 1) Completes Rough Water Trials . . . . . . . . . . . . . . . . . . . . . . . . 12 Taiwan P-3 Support . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12 SEA 21 Ship Repair and Modernization Industry Day . . . . . . . . . . . . . . . . . . . . . . . . . 13 Leadership in the 21st Century Environment: A Proposed Framework . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 14 Contracts . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 18

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Exclusive Subscriber Content Subscribers to Navy Air/Sea receive exclusive weekly content. This week’s exclusive content includes:

• An update about the USS Abraham Lincoln, which took another step towards the completion of its refueling and complex overhaul on May 18.

• An article about Carrier Air Wing 5 and the USS George Washington, which completed carrier qualifications on May 23.

| May 26, 2015 | Navy News Weekly | www.navy-kmi.com

Future USNS Brunswick (JHSV 6) Launched The Navy’s newest joint high-speed vessel (JHSV 6), the future USNS Brunswick, was launched from the Austal USA Shipyard on May 19.

“Launch marks a major milestone for this ship as this is the first time it’s entered the water, signifying its readiness to prepare for tests and trials and eventual delivery,” said Captain Henry Stevens, Strategic and Theater Sealift program panager, Program Executive Office, Ships.

“This is a very busy time for the Navy and the shipbuilder as we continue to mark the major milestones that bring each ship

closer to delivery and eventual in-service operations.”

JHSV-6 is designed for the fast intra-theater transportation of troops, military vehicles and equipment. Capable of transporting 600 short tons 1,200 nautical miles at an average speed of 35 knots, the ship will provide U.S. forces with added mobility and flexibility. The JHSV design includes a flight deck for helicopter operations and an off-load ramp that allows for quick vehicular access to and from the ship as well as access to austere piers and quay walls. The vessel will operate

in support of a wide range of operations including maneuver and sustainment, relief operations, flexible logistics support or as the key enabler for rapid transport.

Since the start of 2015, the Navy has marked major milestones for both USNS Trenton (JHSV 5) and Brunswick.

Trenton was christened in January and delivered to the Navy in April. Brunswick had her keel authenticated less than six months ago, was christened less than a week ago and is preparing for delivery before the end of the calendar year.

Brunswick will be owned and operated by the Navy’s Military Sealift Command (MSC) and will be manned by a crew of 22 civil service mariners.

As one of the Defense Department’s largest acquisition organizations, PEO Ships is responsible for executing the development and procurement of all destroyers, amphibious ships, special mission and support ships, and special warfare craft. Delivering high-quality warfighting assets while balancing affordability and capability is key to supporting the Navy’s maritime strategy.

www.navy-kmi.com | Navy News Weekly | May 26, 2015 |

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Navy Lays Keel for PCU Indiana The U.S. Navy held a keel laying ceremony for the Virginia-class submarine Pre-Commissioning Unit (PCU) Indiana (SSN 789) at Huntington Ingalls Industries, Newport News Shipbuilding, May 16.

The initials of the submarine’s sponsor, Diane Donald, were welded onto a steel plate that will be permanently affixed to the submarine. Donald is the wife of retired Admiral Kirkland Donald and a long serving member of the submarine force spouse organization.

She actively supported, organized and ran charity events and projects to raise funds for the Dolphin Scholarship Foundation and other worthy organizations.

“The Indiana keel laying is an important construction milestone for us and our shipbuilding partners,” said Rear Admiral David Johnson, program executive officer for submarines. “This ceremony continues to demonstrate the collaboration between the Navy and our partners to ensure we are building a capable and affordable ship to defend our country.”

Indiana began construction in September 2012 and is on track to continue the Virginia class program’s trend of delivering submarines

early to their contract delivery dates, within budget and ready for tasking by the fleet.

Indiana is the 16th submarine of the Virginia class and the sixth of the eight ship Block III construction contract. Virginia-class submarines are built under a unique teaming agreement between General Dynamics Electric Boat and Huntington Ingalls Industries-Newport News Shipbuilding. So far, 28 Virginiaclass submarines have either been delivered, are in construction or are under contract.

Ships of the Virginia class embody the commitment by the Navy and industry to reduce costs without decreasing capabilities through a multiyear procurement strategy, continuous improvements in construction practices and cost-reduction design changes.

These submarines excel in littoral and openocean environments and collect intelligence critical to irregular warfare efforts with advanced intelligence, surveillance and reconnaissance capabilities.

USS Shiloh Strengthens Relations with Japan The Ticonderoga-class guided-missile cruiser USS Shiloh (CG 67) visited Shimoda, Japan, to participate in the city’s 76th annual Black Ship Festival from May 14-17.

The festival commemorated the 161st anniversary of the arrival of Commodore Matthew Perry to Japan in 1854, a historical event that marked the beginning of diplomacy and trade agreements between the United States and Japan.

The Japan Maritime Self-Defense Force ship JS Takawami (DD 110) also made a port visit here alongside Shiloh.

“Shiloh’s visit to Shimoda illustrated the value we, as a nation, place in our relationships with Japan,” said Captain Kurush F. Morris, commanding officer of Shiloh. “We are very proud and grateful to have been here for this event.”

During the visit, Shiloh sailors and ceremonial units from the U.S. 7th Fleet

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marched through downtown Shimoda during a parade.

Sailors of the more than 400 member Shiloh crew participated in many goodwill events during their visit. These events included visits to several local elementary schools to interact with students and sporting activities with local organizations.

“There is a unique friendship and closeness we share between our two nations and maritime forces,” said Morris. “It is one we continue to maintain, forging one of the strongest bilateral relationship of any service.”

Shiloh, forward-deployed to Yokosuka, Japan, is on patrol in the U.S. 7th Fleet area of operation in support of security and stability in the Indo-Asia Pacific region.

| May 26, 2015 | Navy News Weekly | www.navy-kmi.com

USS Milius Provides Theater Security in 7th Fleet

The Arleigh Burke-class guided-missile destroyer USS Milius (DDG 69) entered the U.S. 7th Fleet area of operation (AOO) on May 17 after approximately six months of maritime security operations in the U.S. 5th Fleet area of operation in support of Operation Inherent Resolve.

While deployed to U.S. 5th Fleet AOO, Milius played a crucial role in providing missile defense to the Carl Vinson and

Theodore Roosevelt Carrier Strike Groups, ensuring the success of multiple combat missions. Also, Milius played a central role in developing a comprehensive maritime picture while enhancing international cooperation between local Gulf countries by conducting numerous visit, board, search and seizure (VBSS) missions.

“These destroyermen trained hard to be ready when

we deployed last October and they have performed exceptionally well in theater,” said Commander Michael Rak, Milius’ commanding officer.

“They have faced each challenge with intensity and focus, and repeatedly accomplished each task with professionalism and proficiency.”

While patrolling U.S. 7th Fleet AOO, Milius will conduct theater security operations while

maintaining stability in the Indo-Asia-Pacific region.

Milius is a multi-mission ship with anti-air warfare, antisubmarine warfare and antisurface warfare surface combatants capabilities, designed to operate independently or with an associated strike group. They began their independent deployment to the Western Pacific and Indian Oceans on October 31, 2014.

Navy’s AMDR Completes System Critical Design Review The Air and Missile Defense Radar (AMDR) program, AN/SPY-6(V), successfully completed its System Critical Design Review (CDR) on April 29, the Navy reported May 15.

The review assessed the complete radar system design baseline, including its readiness for incorporation into Flight III of the Arleigh Burke (DDG 51) class guided-missile destroyer. The CDR assessed system performance, and included a thorough review of all design information to ensure that the system will meet required specifications within cost and schedule constraints.

“The System CDR is the latest in the series of major program milestones executed exactly on schedule,” said Captain Doug Small, Above Water Sensors Major program manager, Program Executive Office Integrated Warfare Systems (PEO IWS). “Completion of this review demonstrates that the technical and design maturity of the system is exactly where it needs to be for Flight III DDG 51.”

The program will now proceed to the test and evaluation phase, starting with indoor range testing of the end-to-end radar system in June.

The Navy awarded the contract for AMDR Engineering and Manufacturing Development (EMD) efforts to Raytheon in October 2013. The System CDR was the sixth major design review on this contract.

The culmination of over a decade of Navy investment in advanced radar technology, AMDR is being designed to provide the U.S. Navy with state-of-the-art technology for Integrated Air and Missile Defense through the Aegis Combat System.

Program Executive Office (PEO) Integrated Warfare Systems, an affiliated PEO of the Naval Sea Systems Command, manages surface ship and submarine combat technologies and systems and coordinates Navy enterprise solutions across ship platforms.

www.navy-kmi.com | Navy News Weekly | May 26, 2015 |

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5th Annual Wounded Warrior Conference Employers from across the country attended the 5th annual Wounded Warrior Hiring and Support Conference held May 19-20 in San Antonio.

The purpose of the twoday conference was to bring employers and wounded warriors together in one location to match their employment needs.

The first day was employerfocused, with sessions designed to share best practices and innovative ways to recruit, hire, train and retain wounded warriors and veterans.

“We are now a decade and a half into the longest sustained combat operations in American history, and the great news is, the historic news is, that over that last decade and a half we have brought more Americans home alive than in previous conflicts that have come home in flag draped coffins,” said Assistant Secretary of the Navy for Manpower and Reserve Affairs Juan Garcia III. “The challenge that comes with that is to successfully reintegrate them into American society. Every year,

we have held a wounded warrior hiring conference around the country to help with that reintegration.”

San Antonio has one of the nation’s premier medical facilities, offering highly sophisticated medical care for service members, family members, civilians and veterans. The San Antonio Military Medical Center plays a critical role in taking care of wounded warriors in transition from the global war on terrorism.

“With Brooks Army Medical Center, so many of our folks have recovered there and that’s our burn injury specialist and that injury is one that will tie people to south Texas for a long time,” said Garcia. “San Antonio is a lot of these marines, soldiers and Navy SEAL, EOD’s new homes and they love it. They want to build a family here, build a career here, and this conference is going to help them do that.”

The Department of the Navy and the USO joined forces to connect business and industry leaders with wounded warriors

and veterans who are qualified, committed and ready to work.

“The USO is excited to support the Department of the Navy’s Wounded Warrior and Veteran Career Fair,” said USO CEO and President J. D. Crouch II. “An event like this is important because it helps bridge the workforce gap by connecting troops with viable civilian job opportunities from some of today’s top industry leaders.”

Several panel discussions were held giving employers and wounded warriors an opportunity to share their perspectives.

The second day of the conference features the Hiring Heroes Career Fair, with more than 90 federal agencies and

private industry employers presenting job opportunities for wounded warriors, veterans and their spouses.

Workshops offered include connecting veterans and transitioning service members to available benefits, employment resources for military spouses and caregivers, and a tutorial on how to use the federal government’s job application tool, USAJOBS. The 2015 Wounded Warrior and Veteran Hiring and Support Conference is sponsored by the Assistant Secretary of the Navy for Manpower and Reserve Affairs.

To learn more about the free conference, visit www.HireAVet.navy.mil.

Naval Surface Warfare Center Workforce Training and Development The Naval Surface Warfare Center (NSWC), Crane Division, Crane, Ind., is seeking information from potential sources that can provide non-personal professional, technical, management and training support services in the area of workforce development expertise and analysis; delivering comprehensive instructional training to the workforce; and development of frameworks identifying forward lines of career movement/growth.

NSWC Crane’s mission is to provide acquisition engineering, in-service engineering and technical support for strategic systems, sensors, electronics, electronic warfare and special warfare weapons; apply component and system-level product and industrial engineering to surface sensors, strategic systems, special warfare devices and electronic warfare/ information operations systems; and execute other responsibilities as assigned by the commander, Naval Surface Warfare Center. A key priority is to provide development and delivery of training programs/classes and

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| May 26, 2015 | Navy News Weekly | www.navy-kmi.com

structure based on government-identified needs; providing or facilitating the delivery of instruction; and providing materials, equipment, logistics and administrative processes as required to meet the needs of the NSWC Crane workforce. These functions are performed through consultation with NSWC Crane’s Workforce Development (WFD) Office, or assigned designee. To that end, NSWC Crane is seeking to increase its ability to provide workforce development, training, curriculum design and execution to meet the needs of a diverse workforce.

This is an advanced notice (AN)/sources sought (SS) announcement to determine the availability and technical capability of businesses to provide the required products and/or services. Additionally, this AN/SS notice is being published with the intent to promote competition.

Primary Point of Contact: Scott Miller, michael.s.miller11@navy.mil

George Washington CSG Begins Patrol, Increases Maritime Security The Nimitz-class aircraft carrier USS George Washington (CVN 73) departed Fleet Activities Yokosuka, Japan, for its patrol of the IndoAsia-Pacific region as the flagship for the George Washington Carrier Strike Group (GWCSG) May 18.

George Washington served as the U.S. Navy’s forward deployed aircraft carrier for seven years and is currently scheduled to conduct a hull swap with the Nimitz-class aircraft carrier USS Ronald Reagan (CVN 76) this summer.

“On behalf of my crew, we are grateful for the friendships we have shared while forward-deployed in Yokosuka,” said Captain Timothy Kuehhas, George Washington’s commanding officer. “USS George Washington will now begin a journey which will end in Virginia, but some of the crew of USS George Washington will transfer to Ronald Reagan during our voyage.”

As George Washington departs, Ronald Reagan is scheduled to return as the U.S. Navy’s next forward-deployed aircraft carrier.

“As George Washington departs today, rest assured, we will return with Ronald Reagan to maintain our commitment to security within the region,” said Rear Admiral John Alexander, commander, GWCSG. “I look forward to continued teamwork with our Japanese allies across a broad range of regional and global issues.”

GWCSG returned to sea with the Ticonderoga-class guided-missile cruiser USS Antietam (CG 54), the Arleigh Burke-class guided-missile destroyers USS Fitzgerald (DDG 62) and USS Preble (DDG 88) and its embarked air wing, Carrier Air Wing (CVW) 5, which consists of Strike Fighter Squadron (VFA) 27, VFA-102, VFA-115, VFA-195, Electronic Attack Squadron 141, Carrier Airborne Early Warning Squadron 115, Fleet Logistics Support Squadron 30, Detachment 5, Helicopter Maritime Strike Squadron 77 and Helicopter Sea Combat Squadron 12.

GWCSG provides a combat-ready force that protects and defends the collective maritime interests of its allies and partners in the IndoAsia-Pacific region.

APKWS II Production Intent Naval Air Systems Command (NAVAIR) has announced its intention to award a sole source modification for 1,000 additional units to BAE Systems Information and Electronic Systems Integration, BAE Systems Information and Electronic Warfare Systems, Nashua, N.H., for the full-rate production 3 and 4 (FY14-15) of the APKWS II. The anticipated modification will fulfill the needs of the U.S. and FMS customers.

BAE Systems is the sole designer, developer and manufacturer of the APKWS II, and as such, is the only known source available with the requisite technical knowledge, experience and tooling to produce the requirements described herein, in order to satisfy the government’s requirement.

Subcontracting opportunities should be sought directly from BAE Systems at the following address: BAE Systems Information and Electronic Warfare Systems, 65 Spit Brook Road, Nashua, NH 03601-0868; Attn: Ms. Ruth Boland; (603) 885-9770.

Primary Point of Contact: Jamie Newman, jamie.newman@navy.mil, (301) 757-7049

www.navy-kmi.com | Navy News Weekly | May 26, 2015 |

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Advanced Explosive Ordnance Disposal Robotic System Increments (AEODRS) 2 and 3 Industry Awareness Day The Navy is inviting all interested parties to participate in an Advanced Explosive Ordnance Disposal Robotic System Increments (AEODRS) 2 and 3 industry awareness day on Tuesday June 30, 2015, at The Johns Hopkins University Advanced Physics Laboratory (JHU/APL), Laurel, Md. The industry awareness day will take place from 8:30 a.m. until 4:30 p.m. at JHU/APL, Parsons Auditorium.

The purpose of the industry awareness day is to update industry on the status of the Naval Surface Warfare Center Indian Head Explosive Ordnance Disposal Technology Division (NSWC IHEODTECHDIV) approach to contract with a prime system integrator to lead the integration and fielding of AEODRS Increments 2 and 3.

An overview of the program to date will be provided with emphasis on the program’s goal of fielding a system using open systems architecture. A draft copy of the statement of work and draft copy of the contract line item numbers will be provided in the near future as an amendment to this announcement. Attendance is not a prerequisite for ultimately submitting a proposal at the time a request for proposal is released or other involvement in the program.

Attendees need to email the following information to Namrata Shrestha (Namrata.Shrestha@jhuapl.edu) and Kristy Ryman (Kristy.ryman@navy.mil) no later than 23 June 2015: company name, name(s) of attendees, citizenship status, address, telephone number and email address.

SURFLANT Hosts Surface Line Week Sailors, marines and civilians from Commander, Naval Surface Force Atlantic (SURFLANT) and its tenet commands and subordinate units competed in the Surface Line Week (SLW) 2015 Challenge on May 11-15 at Naval Station Norfolk and Joint Expeditionary Base Little Creek-Fort Story.

SLW 2015 is a resurgence of a SURFLANT tradition, which allows commands to come together as a Surface Force with the ability to showcase athletic and professional skills in a weeklong friendly competition.

“SLW is a SURFLANT tradition,” said Lieutenant Barbara Duncan, SLW 2015 coordinator.

“The goal is to allow our sailors to display their athletic and professional talents while building camaraderie throughout

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the surface community and the waterfront.”

More than 1,400 sailors from 23 ships and commands in the Norfolk area demonstrated their skills in more than 15 events. The events highlighted this year’s motto: “Celebrating 240 Years of Naval Heritage.”

Competitors had an opportunity to demonstrate their proficiency in shipboard skills through events, which included the corpsman relay, marksmanship, ship handling, Bosun Olympics, Damage Control Olympics and Search and Rescue swimmer competitions. Physical abilities and teamwork were also tested in a fitness competition, softball, basketball, volleyball and bowling tournaments.

“SLW brings all the surface combatants out together for some good old-fashioned

| May 26, 2015 | Navy News Weekly | www.navy-kmi.com

teamwork,” said USS Arleigh Burke (DDG 51) Chief Gas Turbine Systems Technician (Mechanical) Jeremy Costly.

“It’s a challenge for everyone and a break from the monotony.”

In addition to competing in the events, SURFLANT subordinate commands were also active in the creation and coordination of the week’s events.

“It’s nice because it brings together sailors from divisions that wouldn’t necessarily work together,” said Ensign Kelly Brockra, gunnery officer aboard the guided-missile destroyer USS Arleigh Burke (DDG 51). “It gives them a chance to have fun and work in a team environment with their shipmates.”

SLW 2015 concluded May 15 with a chili cookoff and best burger competition at Breezy

Point Park on Naval Station Norfolk.

“You all made me very proud by representing your commands even though I know how busy you are,” said Rear Admiral Pete Gumataotao, commander, SURFLANT. “And more importantly, you being here is a testament to how proud you are of your command, shipmates and what you do.”

Awards for the week were given for first, second and third place in large command and small command categories.

The amphibious category overall champion was the amphibious transport dock ship USS Mesa Verde (LPD 19), the crudes category overall champion was the guided-missile cruiser USS San Jacinto (CG 56), and the overall grand champion of SLW was Mesa Verde.

Navy Announces Successful Test of Electromagnetic Catapult The Navy conducted the first-ever, shipboard, full-speed catapult shots using the Electromagnetic Aircraft Launch System (EMALS) aboard the aircraft carrier Pre-Commissioning Unit (PCU) Gerald R. Ford (CVN 78), Naval Sea Systems Command announced May 15.

EMALS is a carrier-based launch system designed to expand the operational capability of the Navy’s future carriers to include all current and future planned carrier aircraft. The recent test shots, known as “no-loads” because no aircraft or other loads were attached to the launching shuttle, successfully demonstrated the integrated catapult system. Using electromagnetic technology, the system delivers substantial improvements in system maintenance, increased reliability and efficiency, higher-launch energy capacity and more accurate end-speed control, with a smooth acceleration at both high and low speeds. By allowing linear acceleration over time, electromagnetic catapults also place less stress on the aircraft.

“This is a very exciting time for the Navy,” said Program Executive Officer for Aircraft Carriers Rear Admiral Tom Moore. “For the first time in over

60 years, we’ve just conducted 22 no load test shots using electricity instead of steam technology.”

During the tests, generators within the ship produced an electric pulse, which was passed through power conditioning electronics to linear motors just below the flight deck surface. This energy allowed for the linear motors to propel the launching shuttle down the catapult track in excess of 180 knots before bringing the shuttle to a stop at the end of the track.

The next phase of EMALS testing, scheduled for this summer, will involve launching “dead-loads” off of the bow of CVN 78 into the James River. “Dead-loads” are large, wheeled, steel vessels weighing up to 80,000 pounds to simulate the weight of actual aircraft. The dead-loads will be launched from each catapult using a specific test sequence to verify that the catapult and its components are operating satisfactorily.

To date, PCU Gerald R. Ford is 90 percent complete, and 1,550 sailors have reported for introduction and training. CVN 78 will be commissioned in March 2016.

Commercial Broadband Satellite Program Small Ship Variant Terminal As the Navy’s Commercial Satellite Communications (COMSATCOM) program of record (POR), CBSP is comprised of three maritime terminal variants and commercial telecommunications services, which provide terminal-to-shore, space and terrestrial connectivity for Navy shipboard platforms. CBSP and its associated architectures significantly increase throughput of data to improve satellite communications (SATCOM) reliability and provide redundancy for military satellite communications (MILSATCOM).

CBSP’s SSV Terminal, AN/USC-69(V)1, was awarded through a full and open competition in 2007 and began fielding in 2008. The SSV terminal is the only source of broadband communications on PCs and MCMs. The SSV system is a commercial-off-the-shelf (COTS)based system designed for military use, which includes cryptographic devices, static and dynamic architectures, electro-magnetic interference (EMI) protection and embedded firmware.

The SSV contract expired in 2012.

The Space and Naval Warfare Systems Command (SPAWAR), on behalf of the Program Executive Office (PEO) Command, Control, Communications Computers and Intelligence (C4I), Communications Program Office (PMW/A 170), is seeking potential sources to provide systems engineering, production, manufacturing, integration, testing and maintenance of the Commercial Broadband Satellite Program’s (CBSP) Small Ship Variant terminal. The Navy is interested in solutions that will improve bandwidth utilization and provide potential lease savings to the government for commercial satellite communications on the patrol coastal and mine countermeasure ship classes.

The Navy is looking for a COTS-based solution to meet the government’s requirements. The proposed solution should ensure that non-recurring engineering costs are kept to a minimum. Since the CBSP program is post-Milestone C, the government does not intend to separately fund any

development costs associated with a potential CBSP SSV solution. The Navy is interested in procuring SSV systems to replace the currently fielded systems in the fleet. The anticipated procurement, if one is conducted, will include systems engineering, integration, manufacturing, production and testing of the SSV system.

The government is assessing whether industry can produce and integrate a costeffective multi-band replacement system for the current SSV system, which will include enhanced capabilities to improve bandwidth utilization.

Estimated Productions Quantities

SSV Systems

FY19

FY20

FY21

​2

​3​

3

FY22​ FY23

​3

​3

Point of Contact: Anna Kurzeja, (858) 537-0675

www.navy-kmi.com | Navy News Weekly | May 26, 2015 |

9

RAST Successor The Naval Air Warfare Center Aircraft Division (NAWCAD) Lakehurst is surveying the marketplace for all interested parties, and as such, has issued a request for information and planning purposes only.

NAWCAD Lakehurst is requesting information pertaining to suitable technologies to succeed the recovery assist, secure and traverse (RAST) system. RAST is a system used on air capable ships (ACS) to help guide a SH-60B or MH-60R helicopter to the deck, secure the aircraft and traverse the aircraft to/from the hangar. The RAST successor system is intended for use aboard DDG 51 FLT III Arleigh Burke-class destroyers.

The following requirements are provided to assist in the preparation of responses to this RFI:

Mission Environment: The RAST system is operational under all environmental conditions necessary to support SH-60B/ MH-60R mission requirements that include associated ship motions up to and including sea state 5 while the aircraft is in operation and up to and including sea state 8 while the aircraft is stowed.

Recover: The system will provide for the safe landing of the aircraft on the flight decks of ACS platforms. The system may/may not provide in flight recovery assistance to the pilot. The system will provide the status of the recovery system to the landing safety officer (LSO) while in the recovery mode. The system will allow the pilot or LSO to abort the landing prior to the aircraft being secured to the deck.

Secure: While on the flight deck and in the hangar, the system will maintain control of the aircraft at all times to avoid damage.

Traverse and Position: The system will orient and position the aircraft following a recovery to traverse it from the landing area.

Prior to launching the aircraft, the system will traverse it to the flight deck position for launch.

Launch: The system will maintain the security of the aircraft until the LSO gives the command for launch. Once the launch command is received, the system will automatically release the aircraft from a secured position.

Primary Point of Contact: Michael Furey, michael.furey2@navy.mil, (732) 323-7548

Navy Launches Crowdsourced Innovation Platform The Department of the Navy (DoN) launched its crowd-sourced ideation platform, the “Hatch,” on May 20.

The launch of the Hatch is part of the initiative to build a DoN Naval Innovation Network (NIN).

The Hatch is an accessible, virtual collaboration forum where innovators can submit their creative ideas for improving the DoN. In the Hatch, ideas can be refined through crowdsourcing and further developed by local innovators and subject matter experts.

“The Hatch enables us to connect innovators locally,” said Secretary of the Navy Ray Mabus. “We have the opportunity to receive and share innovative ideas at the right level to get solutions to problems people encounter every day. I look forward to seeing how the Hatch will allow us to share these solutions across our workforce.”

The Hatch is a continuation of the CNO’s highly successful initiative to reduce administrative distractions (RAD). The RAD ideas and user profiles are fully integrated into the Hatch.

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The DoN workforce can establish an account using their .mil, .gov and military .edu email addresses. Once an account is created, the innovator will be able to submit and monitor ideas through their work or personal desktop, laptop, tablet or smartphone.

The NIN working group is currently developing an efficient, yet collaborative and transparent, process to ensure all ideas are evaluated fairly.

An incentive/rewards structure will be developed to recognize those who submit ideas, actively collaborate and advance ideas through development and implementation. One of the first challenges within the Hatch will be focused on the incentive/rewards program, and we need your input to ensure success.

Whether you have an innovative idea, a solution to reducing administrative distractions or a creative proposal for how we can recognize top contributors, enter the Hatch and start participating.

Additional information about DoN Innovation and accessing the Hatch may be found by visiting: http://www.secnav.navy.mil/innovation/ Pages/Home.aspx.

| May 26, 2015 | Navy News Weekly | www.navy-kmi.com

Comprehensive Shipboard Anti-ship Missile Defense The Combined EO/IR Surveillance and Response System (CESARS) program is an ONR Future Naval Capabilities (FNC) effort scheduled to start in FY16 that provides comprehensive shipboard defense against optically guided anti-ship missile threats. It includes an enhanced electro-optic/infrared (EO/IR) countermeasure (CM) and situational awareness capability. There are two distinct functions defined within the FNC that constitute CESARS: Shipboard Panoramic EO/IR Cueing and Surveillance System (SPECSS) and Multispectral EO/IR Countermeasures for Advanced Threats (MEIRCAT).

The primary function of SPECSS is to perform wide field-of-view target detection and tracking, with subsequent cueing of MEIRCAT high-resolution sensors. The primary threats that define the requirements for SPECSS are anti-ship missiles and FAC/FIAC (fast-attack craft/fast-inshore attack craft). The threats of secondary importance are UAVs. The functions of the MEIRCAT system are target re-acquisition, tracking, classification/identification, 3-D ranging, threat assessment, CM execution and CM effectiveness monitoring (CMEM). Multi-band capability against multiple targets in a single engagement is required for MEIRCAT.

extent possible. The end goal of this more flexible design strategy is to reduce the total cost of ownership (maintenance and repair), as well as to provide a simpler, more cost-effective approach to upgrade the system as newer technologies become available.

The overall CESARS system therefore must provide the following basic capabilities:

Scope

These capabilities are provided by five primary technology development efforts. Award(s) will be based on responses to one or more of the technology product descriptions detailed in the Work Requirements section to be released with the anticipated RFP.

Modular, open-systems hardware and software architectures that are scalable to different platforms are required. All interface specifications, data formats and source code shall be non-proprietary and governmentowned. The overall system design approach is therefore expected to leverage common imaging components and technologies to the largest

• • • • • • •

Wide field-of-view (WFOV) situational awareness across multiple wavebands Automated multi-target detection, tracking and cueing algorithms Video data acquisition, dissemination, recording, processing and display High-resolution classification, identification and tracking in multiple wavebands Integrated, precise and real-time, active-and-passive fine tracking (including range) in multiple wavebands Enhanced CM capability against current and advanced multiband EO/IR threats Provide precise 3-D ranging and CMEM information to the shipboard combat system

Primary Point of Contact: Eric J. Sogard, eric.sogard@nrlssc.navy.mil, (228) 688-5980

www.navy-kmi.com | Navy News Weekly | May 26, 2015 |

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USS Freedom (LCS 1) Completes Rough Water Trials In late March, the littoral combat ship USS Freedom (LCS 1) completed Seakeeping and Structural Loads Trials, commonly referred to as Rough Water Trials (RWT), the Navy reported May 21.

The U.S. Navy must demonstrate the seaworthiness and structural integrity of each new ship class. One of the primary ways the Navy verifies these qualities is through a series of at-sea tests and inspections.

These are designed to ensure the hull design is able to navigate through and withstand forces due to inclement weather and high sea state conditions.

During the RWT, Freedom collected data while operating in sea states 5 and 6 (approximately 8-to-20- foot waves) off the coast of Oregon for a total of 11 days. The ship was steered in an octagonal route at speeds ranging from dead stop to flank speed to capture data on performance at all speeds and orientations.

The test team collected data to measure stress, torsion and strain on the ship structure. Over the next few months, the data will be further analyzed to compare the actual performance of the LCS class Freedom variant to its modeled performance.

Initial test results are positive, the machinery plant and auxiliaries all performed well, especially in the context of the sustained operations at sea. Once validated, the results will provide the Navy with the conditions (speed and heading variations) under which it should operate the Freedom variant ships in elevated sea states. The ship’s crew members were also equipped with accelerometers and sensors to evaluate human factors such as sleep and potential sea sickness due to ship motions.

The ship’s crew learned a number of important lessons about operating in elevated sea states, which they will share with other Freedom-variant

crews. Overall, this trial increased the crew’s confidence in operating their ship in rough water.

The LCS class consists of the Freedom variant and Independence variant, each designed and built by different industry teams. The Freedom variant team is led by Lockheed Martin (for the odd-numbered hulls, e.g., LCS 1). The Independence variant team was led by General Dynamics, Bath Iron Works (LCS 2 and LCS 4) and Austal USA (for the subsequent even-numbered hulls). Purchased under the innovative block-buy acquisition strategy, there are 12 ships currently under construction.

LCS is a modular, reconfigurable ship, with three types of mission packages including surface warfare, mine countermeasures and antisubmarine warfare. The Program Executive Office Littoral Combat Ships (PEO LCS) is responsible for delivering and sustaining littoral mission capabilities to the fleet. Delivering high-quality warfighting assets while balancing affordability and capability is key to supporting the nation’s maritime strategy.

Taiwan P-3 Support The Navy has issued a performance work statement (PWS) to define the technical expertise and the effort required for contractor engineering technical services (CETS) on-site proficiency training, technical guidance and advice to resolve unusually complex technical problems on P-3C engine/propeller, avionic acoustic, avionic-non-acoustic, electrical, airframes/hydraulic/survival/environmental and logistics supply. The objective of CETS is to develop the technical skills and abilities of the Taiwan military and civilian personnel, under the Foreign Military Sales program, responsible for the installation, operation and maintenance of the above-named equipment.

This acquisition is for Contractor Field Services –Engineering Technical Services (ETS) in support of the P-3C Engine/Propeller, Avionic Acoustic, Avionic-Non-Acoustic, Electrical, Airframes/Hydraulic/Survival/Environmental and Logistics Supply.

The aircraft maintenance is essential for the performance of these aircraft in their military role and is therefore indispensable for both current deployments of the Taiwan Navy, Taiwan Air Force and Taiwan Homeland Security. It is essential that these aircraft be flight-ready

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and able to perform their military missions with the minimum possible failures or faults. Insufficiently trained military or civilian personnel exist within the Taiwan Navy and Taiwan Air Force to perform the necessary tasks, particularly those on new or modified systems.

Primary Point of Contact: Cynthia Mollo, cynthia.mollo@navy.mil, (732) 323-7226

| May 26, 2015 | Navy News Weekly | www.navy-kmi.com

SEA 21 Ship Repair and Modernization Industry Day

NAVSEA intends to hold an industry day regarding SEA 21 ship repair and modernization on Tuesday, June 16, 2015. The objective of the industry day will be to discuss the Navy’s plan for the Non-Nuclear Surface Ship Maintenance, Repair and Modernization Program and the CG/LSD Phased Modernization Program, with specific emphasis on the following topics:

• The final contents of the Navy’s approved acquisition plan for the Non-Nuclear Surface Ship Maintenance, Repair and Modernization Program • The implementation timeline of the phased transition to the new strategy, including:

•

• The Navy’s contemplated contract strategy to complete the CG/ LSD Phased Modernization Program

The solicitation and award of “Gap Ship” availabilities in Norfolk, Va., under competitive MSRA job orders. The availabilities are expected to be solicited and awarded on the following dates: Avail Type

Solicit*

Award*

USS Oscar Austin (DDG 79)

SRA ​​​ 8/13/15

5/29/15

USS James E. Williams (DDG 95)

DSRA ​​ 8/20/15

6/5/15 ​​

USS Jason Dunham (DDG 109)

SRA ​​ 10/8/15

7/24/15

USS Winston Churchill (DDG 81)

SRA 11/5/15

​​8/21/15

USS Forrest Sherman (DDG 98)

DSRA ​​ 11/12/15

8/29/15

USS Normandy (CG 60) *Anticipated dates.

SRA ​​ 10/9/15

12/22/15

•

The solicitation and award of near term contracts under the Non-Nuclear Surface Ship Maintenance, Repair and Modernization Program, including the following contracts:

IDIQ-MAC for emergent maintenance, continuous maintenance and CNO availabilities on surface combatants and amphibious ships; Mayport, Fla.

IDIQ-MAC for complex emergent and continuous maintenance and CNO availabilities on surface combatants and amphibious ships; Norfolk, Va. IDIQ-MAC for non-complex emergent and continuous maintenance on surface combatants and amphibious ships; Norfolk, Va. Single-award IDIQ (SA IDIQ) contract for modernization availabilities on DDG class ships; east coast

The industry day will be held at: Alion Science and Technology 1100 New Jersey Ave., SE, Suite 200, Independence Room Washington D.C. 20003

Itinerary:** 9:00 a.m.

Government presentation 10:00 a.m.​ Question and answer period 11:15 a.m.​ General session concludes 12:00 p.m.​ One-on-one sessions with the government as requested ** other than the 9:00 a.m. start time and one-on-one session start time, all times are approximate Interested parties are required to RSVP for the industry day by close of business Friday, June 5, 2015, by email to Jerry Robertson at gerald.t.robertson@navy.mil and Alex Palomar at alex.palomar@navy. mil. The RSVP shall include the following information: Subject line: “NAVSEA Ship Repair Industry Day RSVP,” and in the body of the email indicate if attendance will be in person or via DCO, whether a one-on-one session is requested (must be attending in person to have a one-on-one session). Please provide the attendees name, company name, e-mail address and telephone number. Interested parties are limited to five attendees per respondent/company on a first-come firstserved basis.

www.navy-kmi.com | Navy News Weekly | May 26, 2015 |

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Leadership in the 21st Century Environment: A Proposed Framework

By Dr. Dale L. Moore, Department of the Navy The strategic environment of the 21st Century has been characterized as volatile, uncertain, complex and ambiguous (VUCA) as new technologies, developments, disruptions, changes and transformations continue to accelerate. These trends profoundly impact the ability of any organization to remain relevant and competitive. We are now entering a period where our existing views of leadership need to be reconsidered to pace these changes and our ensure superiority and competitive advantage.

Leadership often gets confused with management. Management focuses on the planning, structuring and efficient execution of an activity, task or project to achieve a set of outcomes—it is highly organized, monitored and controlled to get the final product or result. Leadership, the other side of the coin, is about inspiring and motivating people in organizations to go well beyond where they thought possible to achieve their greatest accomplishments; these can change the game or shift paradigms to a higher level of performance, efficiency and effectiveness—essentially transforming institutions to achieve their utmost in meeting their most challenging goals and objectives.

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Leadership depends on different and complex factors rooted in psychology and sociology, but ultimately focuses on what leaders know, how they think and how they both communicate and send appropriate signals to build trust and mutual respect. Leadership is about creating an environment in their organizations, which unleashes full human potential, guiding and inspiring coalitions of participants to achieve great things. Struggling to provide leadership in an increasingly VUCA. environment, leaders require new ways of looking at the world, shifting their models to better adapt to and anticipate an uncertain and accelerating future.

A framework is proposed as shown in Figure 1 integrating seven key concepts necessary for leaders to succeed in this 21st Century VUCA environment. The elements of this framework form a Strategic, Complex, Adaptive, Innovative, Learning and Emergent System (SCAILES). This framework leverages, extends and broadens concepts grounded in complex adaptive systems’ (CAS) theory.

SCAILES takes CAS to a new level and makes it more accessible by addressing needed anticipatory and innovative capabilities, focused on learning, as the pre-requisite

| May 26, 2015 | Navy News Weekly | www.navy-kmi.com

for future success. The SCAILES framework is described below: Strategic: To succeed and achieve a desired culture of strategic thinking, leaders and their organizations need to be able to see the big picture and think holistically about how dynamic inputs affect one another. Strategic thinking is about anticipating the future based on what is known, and considering the possibilities and probabilities of each long-term outcome. Strategic thinking links the past to the present and future as a single continuum of dynamic interactions. It links the big-picture view to the tactical level. Strategic thinking helps leaders to step back and think through plans and decisions, connect future outcomes to today’s tactical actions and develop a credible path to achieve a desired state.

Complex: Complexity refers to the numbers of elements one considers when thinking through problems, issues or situations to help create well-informed strategies, plans and decisions. Organizations and technologically advanced systems are increasingly complex, and their dynamic, turbulent nature creates significant leadership challenges.

Leaders must try to navigate what is known, while accounting for what might not be known. These are an important consideration, especially in a VUCA environment, requiring discerning judgment and wisdom.

Leaders must realize the networked nature of complexity and how its various elements are interdependent and striving to achieve a proper equilibrium.

Adaptive: As the VUCA environment continues to change, leaders and their organizations must adeptly sense environments and be aware of changes which may influence their actions, behaviors, plans, strategies and investments. With awareness ingrained in leaders’ minds and in their organizations, there must be an ability to react effectively and efficiently to stay ahead of environmental changes. This requires leaders and their organizations to be agile, flexible and adaptive.

In bureaucratic organizations, with rigid processes, guidelines and workflows, this is very difficult and can be a “system constraint” in the fast-paced competitive environment.

Innovative: Innovative leaders and their organizations place a premium on learning, knowledge and the ability to think creatively to catalyze new thoughts and connections, which result in novel ideas and concepts.

Innovations occur in an environment where there is an explicit need and where it is safe to experiment and fail, summed up by the motto “fail safe, fail fast, fail often.” Leaders focus on fostering organizations that accelerate learning and the development of breakthrough ideas and concepts, which make real and substantial differences. Organizations that can routinely develop novel solutions through collective intelligence, rooted in knowledge and effective and efficient social networks built on mutual trust and respect, will achieve a cultural nirvana. In the 21st-century VUCA environment, generating game-changers or disruptive innovations that establish completely new paradigms, or “off-sets” for distinctive competitive advantage, represent the Holy Grail to stakeholders and customers, specifically the Department of the Navy.

Learning: Learning is the foundational skill of the 21st century—it not only affects what one knows but also how thinking takes place. In the future, knowledge dominance will determine outcomes. Learning to think strategically, creatively, critically and analytically and in terms of systems and networks is foundational to effective organizations.

Accelerating learning both individually and collectively could not be more important, especially in a VUCA environment. It takes place by associating something new with what is already known, extending existing knowledge. New knowledge demands asking insightful questions, coupled with foresight, to create a better understanding.

Spending time to make sense of complexity, and to think through meanings and implications, can build new neural connections.

These new connections foster even more possibilities for catalyzing new associations, accelerating learning. Along these lines, prototyping and experimenting are very powerful ways to learn something new. Continuous learning enhances one’s ability to think and contribute meaningfully; it is also inspiring, self-fulfilling and ultimately selfactualizing. Experiential, hands-on learning where knowledge is applied in context builds personal and organizational growth and development, along with wider results.

Newly emerging serious games and virtual, collaborative experiences including

Massive Open Online Courseware (MOOCs) and especially Massive Multiplayer On-line War Game Leveraging the Internet (MMOWGLI), which was pioneered by the Navy, provide platforms offering great potential to accelerate learning. They do so through deep engagement and immersion in a collaborative setting to achieve deeper understanding, context and perspective.

Emergence: To unleash human potential, leaders in the 21st century must create an environment that enables the unbridled emergence of new ideas, concepts and perspectives. Leaders must set the tone so that employees feel encouraged and safe, perceiving a sense of openness and trust for meaningful dialogue and exchange as the norm. Just as in the rich and lush conditions of an ecosystem or rainforest, where nature can thrive in near-perfect balance, leaders create the right expectations and open-minded conditions allowing new ideas to emerge.

Leaders set the stage for their environment and the culture that comes with it—emergence occurs when a genuine interest in generating productive ideas and solutions arises, and with an expressed appreciation based on the merit of ideas regardless of their source—a meritocracy instead of a more traditional hierarchy. Diversity of thought and perspective, applying different lenses and backgrounds to a problem, often plays a key role in enabling the emergence of the most novel and meaningful ideas. The role of leaders is to set the stage, create the right environment, ask the right questions and then “let go” to catalyze productive

and meaningful exchange to achieve great outcomes.

System: Successful leaders think in terms of open and collaborative systems, which foster internal and external interactions, exchanges and, ultimately, synergy to create dynamic learning and innovative social environments. Leaders must think in terms of interconnected and interdependent systems, loosely coupled and able to easily adapt. Leaders must also realize that thinking itself is a complex system that evolves new thoughts and ideas in response to influential factors. Understanding these influential factors is critical to understanding the biases and emotions of our thinking.

Ultimately, the ability of leaders to consider the wide range of possibilities and their inherent probabilities, think them through, and consider their potential implications provides the basis for the insights, foresights and capabilities necessary to take action and succeed.

The SCAILES framework is a new way to think about leadership amidst the growing challenges of the 21st-century VUCA environment. Leaders and organizations that can stay acutely aware, anticipate, ideate, and lean forward in their connectedness, thinking and learning will set the example for others to follow. These organizations exemplars of thought leadership and leadership-inaction, and will have a distinct competitive advantage as the uncertainties, disruptions and nonlinearities of the 21st-century unfold.

www.navy-kmi.com | Navy News Weekly | May 26, 2015 |

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Surface Ships: Status of the Navy’s Phased Modernization Plan ➥ Continued From pAGE 1 Figure 1: Key Navy and Congressional Actions for Cruisers and Dock-Landing Ships

ships into a reduced operating status for maintenance and modernization. The cruisers would be minimally manned while in the reduced status for between five and 12 years. The manning would allow essential tasks to be completed while reducing costs, according to Navy officials.

According to Navy officials, under the Phased Modernization Plan, the planning efforts surrounding the dock-landing ships would not differ significantly from the normal long-term maintenance planning efforts.

The modernization and maintenance period for the dock-landing ships is scheduled to be four years. However, unlike the cruisers, the dock-landing ships are to undergo phased modernization one at a time. Therefore, we focused on the Navy’s Phased Modernization Plan as it relates to cruisers.

The plan calls for six of the cruisers to reside in San Diego and five to be located in Norfolk during the maintenance and modernization period.

Figure 2 shows the homeports for Phased Modernization Plan cruisers as of February 2015.

The Navy’s original plan identified, at a broad level, the work to be conducted as part of modernization efforts, equipment storage procedures and roles and responsibilities.

The plan did not define crew size for the ships during the modernization and maintenance period or fully identify expected costs during the maintenance period, according to Navy officials.

The plan did not fully establish guidance for “cannibalization” or rotatable pool equipment or identify all the parts that would be available for use in the rotatable pool.

Figure 3 shows the expected effect on the service life of the cruisers included in the Phased Modernization Plan.

Current Status Since March 2014, the implementation of the Phased Modernization Plan has been delayed as the Navy waited for congressional approval, according to officials.

The National Defense Authorization Act for Fiscal Year 2015 requires the Navy to modernize two cruisers beginning in fiscal year 2015, subject to certain terms and conditions, and requires reporting on the modernization effort.

The Navy plans to induct USS Cowpens (CG-63) and USS Gettysburg (CG-64) into modernization in fiscal year 2015 and USS Vicksburg (CG-69) and USS Chosin (CG-65) in fiscal year 2016. In 2014, the Navy placed the USS Gettysburg into an induction continuous maintenance availability period in preparation for transitioning the ship into phased modernization, according to Navy officials.

In February 2015, as part of the president’s fiscal year 2016 budget request, the Navy introduced a new “2-4-6” version of the Phased Figure 3: Navy’s Expected Effect of Original Phased Modernization Plan on Service Life of Cruisers

Figure 2: Homeports for Phased Modernization Plan Cruisers as of February 2015

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| May 26, 2015 | Navy News Weekly | www.navy-kmi.com

Modernization Plan. The 2-4-6 plan stipulates that each year no more than two cruisers will be placed in phased modernization; no cruiser will remain in phased modernization for more than four years; and no more than six cruisers may be in phased modernization at the same time.

Objective 2: To what extent did the Navy identify and analyze alternatives for achieving the goals of phased modernization?

According to Navy officials, the Navy did not consider any formal alternatives to the original Phased Modernization Plan submitted as part Table 1: Expected Benefits of Initial Phased Modernization Plan and Revised 2-4-6 Plan, as Identified by Navy Officials and GAO Original plan to remove 11 cruisers all at once Long-term benefits to cruiser fleet

Expected benefit identified by Navy

• Expected service life of cruisers will increase by approximately 5 years.

By placing cruisers in storage; performing hull, mechanical, and electrical maintenance, and modernizing combat systems, the Navy anticipates it will be able to extend expected operational service life from 35 to 40 years.

• The Air Defense Commander platform for 11 carrier strike groups is sustained into the 2040s. This means cruisers can retain their role in leading and coordinating the defense of the carrier strike group.

Supports • Navy officials stated phased shipmodernization will provide the building shipbuilding industry with a more industry predictable, sustained workflow.

Cost avoidance

Rotatable pool equipment

• The Navy estimates a short-term cost avoidance of about $3.8 billion for cruisers. Specifically, the Navy anticipates avoiding $1.6 billion in personnel and $2.2 billion in operations and maintenance costs from fiscal year 2015 through 2019.

• Parts would be removed from cruisers when they enter phased modernization and placed in a rotatable pool where they are available for other cruisers that were not part of the Phased Modernization Plan.

Change in expected benefit under 2-4-6 plan identified by GAO Reduced benefit • Navy anticipates it will be able to extend expected service life, but this will not sustain the cruisers into the 2040s as under the original plan.

Reduced benefit • Shipbuilding industry workflow is less predictable due to shortened time frames to complete work.

Table 2: Expected Risks of Initial Phased Modernization Plan and Revised 2-4-6 Plan, as Identified by Navy Officials and GAO Original plan to remove 11 cruisers all at once

Expected risk identified by Navya

Returning • Navy officials stated cruisers to concerns about the ability the fleet to quickly return cruisers quickly to the fleet, in the event of an emergency. They estimated it would take about 12 to 24 months to return a ship to operational status depending on factors such as where the cruiser is in the modernization process and how quickly a new crew could be assembled and trained.

Dry-dock • Phased modernization ships availability receiving hull, mechanical, and electrical upgrades in San Diego and Norfolk require a dry-dock period of about 120 days and will compete for dry-dock space with other ships receiving scheduled maintenance.

• The Optimized Fleet Response Plan (O-FRP) places pressure on the Navy to complete maintenance on time so ships can deploy on schedule.

• San Diego has two dry-docks capable of supporting cruisers, and Navy officials in San Diego stated that over the course of the next 2 years, drydocks in San Diego have no more than 5 day periods where the docks are not scheduled for use.

Change in risk under 2-4-6 plan identified by GAO

Reduced risk • Cruisers will be removed from the fleet in a staggered fashion and returned more quickly • Cruisers will remain in reduced operational status for shorter time frames.

• At most, the Navy would need to bring back 6 cruisers rather than 11.

Increased risk • Phased modernization ships receiving hull, mechanical, and electrical upgrades will continue to compete for dry-dock space, but the risk will increase as the work must be completed in shorter time frames.

• Due to shorter time frames for modernization and the limited openings in the dry-dock schedule, the Navy risks either taking more than the required 4 years to complete modernization or causing other Navy ships to miss their O-FRP timelines.

Reduced benefit • The Navy will not achieve anticipated cost avoidance.

Navy originally planned to have a combined total of 99 years of cost avoidance.

Under the revised plan, it will have a maximum of 44 years of cost avoidance.

of the President’s Budget for Fiscal Year 2015. Navy officials stated that the Navy’s Phased Modernization Plan evolved after Congress rejected the Navy’s earlier proposal to decommission nine ships and that there were discussions held to determine the best plan.

The Navy discussed the details of phased modernization in telephone and e-mail correspondence, according to Navy and DoD officials.

As these communications are largely undocumented, it is unclear the extent to which the Navy considered formal alternatives associated with the plan.

The Navy identified benefits and risks of its original Phased Modernization Plan. The following tables show these benefits and risks as well as GAO’s analysis of the likely effect of the new 2-4-6 version of the plan, which was part of the Navy’s budget submission for fiscal year 2016.

According to Navy officials, because Congress did not approve its Phased Modernization Plan, the Navy made further modifications to the plan and adopted the 2-4-6 plan, which the officials believe is consistent with congressional intent. www.navy-kmi.com | Navy News Weekly | May 26, 2015 |

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Contract Awards

22 May

21 May

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Lockheed Martin Mission Systems and Training, Liverpool, N.Y., is being awarded a $27,283,219 modification to previously awarded contract (N00024-13-C-6292) to exercise options for the production of seven TB-37 multi-function towed array (MFTA) production units, tow cables, electro-optical slip rings, drogues and shipping products, and the performance of engineering services. The TB-37 MFTA is the next generation passive and active sonar receiver.

It affords several enhancements to the AN/SQR-19 Tactical Towed Array System allowing greater coverage, increased capability and reliability, and reduced obsolescence. The TB-37 MFTA significantly contributes to the capability of surface ships to detect, localize and prosecute undersea threats, and is a critical sensor to a combat systems suite. This contract combines an effort for the U.S. (86 percent) and Japan (14 percent) under the Foreign Military Sales program.

Work will be performed in Syracuse, N.Y. (66 percent); Millersville, Md. (33 percent); and Marion, Mass. (1 percent), and is expected to complete

by February 2017. Fiscal 2015 other procurement (Navy), foreign military sales and fiscal 2015 shipbuilding

The Boeing Co., Seattle, Wash., is being awarded a $21,252,474 modification to a previously awarded advance-acquisition contract (N0001914-C-0067) for the procurement of additional long-lead items for the manufacture and delivery of nine full-rate production Lot II P-8A MMA aircraft for the Navy. Work will be performed in Seattle, Washington, and is expected to be completed in April 2018. Fiscal 2014 and 2015 aircraft procurement (Navy) funds in the amount of $21,252,474 will be obligated at time of award, none of which will expire at the end of the current fiscal year.

The Naval Air Systems Command,

and conversion (Navy) contract funds in the amount of $24,161,366 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.

procured via the Federal Business Opportunities website, with one offer received. The Naval Surface Warfare Center, Carderock Division, Ships System Engineering Station, Philadelphia, Pa., is the contracting activity (N65540-15-D-0016).

Kato Engineering Inc., Mankato, Minn., is being awarded a $12,188,470 indefinite-delivery/indefinite-quantity, fixed-price contract for the procurement of ship service turbine generators and associated installation and training support. The generators include one first-article unit, three amphibious command ship production units, and 12 amphibious assault ship production units to be procured over a three-year ordering period. The ship service turbine generators are to serve as a replacement of an existing generator end of a steam turbine based application as specified in the mechanical interface specification. Work will be performed in Mankato, Minn., and is expected to completed by May 2018. Fiscal 2014 other procurement (Navy) funding in the amount of $1,854,110 will be obligated at time of award and will not expire at the end of the current fiscal year. This contract was competitively

Northrop Grumman Corp., Melbourne, Fla., is being awarded $7,671,202 for ceiling-priced delivery order 0016 under an existing basic ordering agreement (N00383-12G-034G) for repair of the Advanced Hawkeye system used on the E-2D aircraft. Work will be performed in Liverpool, N.Y. (73 percent); Woodland Hill, Calif. (9 percent); Davenport, Iowa (8 percent); Marlboro, Mass. (6 percent); and North Hollywood, Calif.

(4 percent); and work will be completed by May 23, 2016. Fiscal 2015 aircraft procurement (Navy) funds in the amount of $7,671,202 will be obligated at the time of award and funds will not expire at the end of the current fiscal year. One firm was solicited for this sole source requirement, and one offer was received in accordance with 10 U.S.C. 2304(c)(1). Naval Supply Systems Command Weapon Systems Support, Philadelphia, Pa., is the contracting activity (N00383-12-G-034G).

Patuxent River, Md., is the contracting activity.

expected to be completed in May 2018.

Fiscal 2015 research, development, test and evaluation and fiscal 2014 aircraft procurement (Navy) funds in the amount of $145,595 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. This contract combines purchases for the Navy ($10,442,655; 90 percent), and the government of Australia ($1,160,295; 10 percent) under the Foreign Military Sales program. The Naval Air Warfare Center Weapons Division, China Lake, Calif., is the contracting activity (N6893615-D-0018).

Raytheon Co., Fort Wayne, Ind., is being awarded an $11,602,950 cost-plus-fixed-fee indefinite-delivery/ indefinite-quantity contract for systems and software engineering services for the ALQ-227 communication countermeasures set for the EA-18G aircraft for the Navy and the government of Australia. This contract provides for up to 48,100 hours of engineering, integration and testing services for the low-band geo-location program. Work will be performed in Fort Wayne, Ind. (99 percent); and Forest, Miss. (1 percent), and is

| May 26, 2015 | Navy News Weekly | www.navy-kmi.com

Compiled by KMI Media Group staff

20 May

19 May

Raytheon Co., McKinney, Texas, is being awarded $9,540,000 for delivery order 7009 under a previously awarded firm-fixed-price contract (N00383-11-G003D) for repairs in support of the H-53 and V-22 aircraft. Work will be performed in Jacksonville, Fla., and work is expected to be completed by May 2016.

Fiscal 2014 working capital funds (Navy) in the amount of $9,540,000 will be obligated at the time of award and funds will not expire at the end of the current fiscal year. This contract was not competitively

procured in accordance with FAR 6.3021. Naval Supply Systems Command Weapon Systems Support, Philadelphia, Pa., is the contracting activity.

Lockheed Martin Mission Systems and Training, Manassas, Va., is being awarded a $34,211,960 modification to previously awarded contract (N0002413-C-5225) to exercise a one-year option for engineering services, travel and other direct costs in support of the Navy’s AN/SQQ-89A(V)15 surface ship undersea warfare system and shore site development systems. The AN/SQQ-89A(V)15 is a surface ship undersea warfare combat system with the capabilities to search, detect, classify, localize and track undersea contacts, and to engage and evade submarines, mine-like small objects and torpedo threats. The contract is for development, integration and production of future advanced capability build and technical insertion baselines of the

AN/SQQ-89A(V)15 undersea warfare systems. Work will be performed in Manassas, Va., and is expected to be completed by May 2016. Fiscal 2015 research, development, test and evaluation and fiscal 2015 operations and maintenance (Navy) funding in the amount of $1,463,000 will be obligated at the time of award. Contract funds in the amount of $350,000 will expire at the end of the current fiscal year.

The Naval Sea Systems Command, Washington, D.C., is the contracting activity.

The Whiting Turner Contract Co., Allentown, Pa., was awarded a $30,287,762 firm-fixed-price contract for construction of a power and propulsion facility at the Philadelphia Navy Yard. The work to be performed provides for the construction of a high-bay test facility to accommodate equipment to conduct full-scale system testing as well as electrical and mechanical machinery required to perform these tests. The high-bay test facility provides an engineered steel framed addition to Building 633,

including pile- supported reinforced concrete foundations, insulated metal panel walls with masonry knee wall, insulated membrane roof over corrugated steel deck, high-strength concrete floor, high-bay and large sliding doors. Work will be performed in Philadelphia, Pa., and is expected to be completed by November 2016.

Fiscal 2015 military construction (Navy) contract funds in the amount of $30,287,762 is being obligated at the time of award and will not expire at the end of the current fiscal year.

Northrop Grumman Corp., El Segundo, Calif., is being awarded $7,335,202 for undefinitized repair delivery order 7394 placed under a previous existing basic ordering agreement (N00383-12-G-034G) for door repair configurations used on the F/A-18 aircraft. Work will be performed

BAE Systems Technology Solutions & Services Inc., Rockville, Md., is being awarded a $6,854,158 contract modification to a previously awarded firm-fixed-price contract

in El Segundo, Calif., and work is expected to be completed by October 2015. Fiscal 2015 working capital funds (Navy) in the amount of $3,667,603 will be obligated at the time of award and funds will not expire at the end of the current fiscal year. One firm was solicited for this non-competitive requirement, and one offer was received in accordance with FAR 6.302-1. Naval Supply Systems Command Weapon Systems Support, Philadelphia, Pa., is the contracting activity.

(N00604-13-C-3003) for the operation and maintenance of Navy communication, electronic and computer systems. Work will be performed in Oahu, Hawaii (94 percent); and Geraldton, Australia (6 percent), and work is expected to be completed by November 2015. Fiscal 2015 operation and maintenance (Navy) in the amount of $6,854,158 will be obligated at the time of award and funds will expire at the end of the current fiscal year. This solicitation was posted to the Navy Electronic Business Opportunities and the Federal Business Opportunities websites, and one offer was received.

Naval Supply Systems Command Fleet Logistics Center, Pearl Harbor, Hawaii, is the contracting activity (N00604-13-C-3003 P00010).

This contract was competitively procured via the Navy Electronic Commerce Online website with two proposals received. The Naval Facilities Engineering Command, Mid-Atlantic, Norfolk, Va., is the contracting activity (N40085-15-C-8739).

General Dynamics Bath Iron Works, Bath, Maine, is being awarded an $11,273,299 modification to previously awarded basic ordering agreement (N00024-12-G-4330) for the accomplishment of littoral combat ship

www.navy-kmi.com | Navy News Weekly | May 26, 2015 |

19

Contract Awards maintenance sustainment support.

The littoral combat ship basic ordering agreement was initially awarded to General Dynamics Bath Iron Works for the design and construction of the Independence-class littoral combat ship. General Dynamics Bath Iron Works currently administers and performs fleet maintenance requirements through both the use of its resources and the original equipment manufacturer, and the use of nationwide subcontractors that are capable of working on systems and subsystems.

Work will be performed in San Diego, Calif., and is expected to be completed

by September 2015. Fiscal 2015 operation and maintenance (Navy) contract funds in the amount of $11,273,299 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.

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Massa Products Corp., Hingham, Mass., is being awarded a $10,599,200 indefinite-delivery/indefinite-quantity contract for the design, fabrication, assembly, testing, inspection, packaging and delivery of DT-574 series hydrophones to be delivered to the Navy stock system. Work will be performed in Hingham, Mass., and is expected to be completed by April 2020. The objective of this competitive follow-on contract is to procure DT-574 series hydrophone, an acoustic sensing element with an integrally molded cable used in the Seawolf Passive Spherical Array, the Trident Spherical and Line Arrays, and the Virginia Large Aperture Bow (LAB) Arrays. Fiscal 2015 other procurement Navy funding in the amount of $464,234 will be obligated at time of award. Funds in the amount of $45,069 will expire at the end of the current fiscal year. This contract was competitively procured via the Federal

| May 26, 2015 | Navy News Weekly | www.navy-kmi.com

Compiled by KMI Media Group staff

Business Opportunities website with two offers received. The Naval Undersea Warfare Center Division Newport, Newport, R.I., is the contracting activity (N66604-15-D-2076).

American Surgical Instrument Repair LLC, Bellefontaine, Ohio, has been awarded a maximum $13,125,000 fixed-price with economic price adjustment contract for medical accessories.

This was a competitive acquisition, and 74 responses were received. This is a five-year base contract. Location of performance is Ohio with a May 15, 2020, performance completion date.

Using services are Army, Navy, Air Force, Marine Corps and federal civilian agencies. Type of appropriation is fiscal 2015 through fiscal 2020 defense working capital funds. The contracting activity is the Defense Logistics Agency Troop Support, Philadelphia, Pa. (SPE2DH-15-D-0011).