21 Apr A
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Naval Strategy and Posture in the Asia-Pacific
F-35 Program Update By Lieutenant General Christopher Bogdan Program Executive Officer F-35 Lightning II Joint Program Office Development The F-35 Lightning II is the Department of Defense’s largest acquisition program, and it is of vital importance to Let us begin by discussing the our nation’s security. The F-35 will form development program. As you know, an the backbone of U.S. air combat supeindependent team conducted a thorough technical baseline review riority for decades to come. It in 2010, which allowed for the will replace the legacy tactical re-baselining of the development fighter fleets of the Air Force, and test program in 2011 after Navy and Marine Corps with breaching both the cost and a dominant, multirole, fifthschedule thresholds Congress generation aircraft, capable put in place. Since that realistic of projecting U.S. power and baseline was created, the prodeterring potential adversaries. Lt. Gen. Christopher Bogdan gram has been executing to it for For our international partners the past four years—on cost and and foreign military sales (FMS) on schedule. customers, who are participating in the Today, the program is nearing the comprogram, the F-35 will become a linchpin pletion of Block 2 software development for future coalition operations and will and is close to completing all flight testing help to close a crucial capability gap that necessary to field our initial warfighting will enhance the strength of our security capability, also known as Block 2B. This alliances. block of capability will deliver to support The F-35 program is executing well the U.S. Marine Corps’ initial operational across the entire spectrum of acquisition, capability (IOC) this summer. Additionally, to include development and design, flight the program has begun flight test with test, production, fielding and base standup, sustainment of fielded aircraft and our Block 3i software. We expect the 3i building a global sustainment enterprise. software, which is the Block 2B capabilIt is indeed a very big, complex, rapidly ity re-hosted on improved hardware, to be growing and accelerating program that is ready by the end of calendar year 2015. moving in the right direction. Our overall The U.S. Air Force will declare IOC with the assessment is that the program is making Block 3i capabilities between August and solid and steady progress on all aspects December 2016. and improving each day. However, this The final block of F-35 development is not to say the program does not have program capability, known as Block risks, challenges and some difficulties, but 3F, is planned for delivery in the fall of we are confident the program will be able 2017. The development of the software to overcome these problems and deliver supporting Block 3F has already begun. on our commitments. Today we will give However, because the program is still usyou a detailed update on the progress that ing the labs and test aircraft to complete both 2B and 3i testing, the 3F software has been made over the past year, providhas yet to begin flight testing. As a result ing a balanced look at where the program stands, pointing out both the accomplishments and the setbacks.
2015
Plus: • SECNAV Innovation Vision • Better Buying Power initiative
By Admiral Samuel J. Locklear, Commander, U.S. Pacific Command
Security Environment The Indo-Asia-Pacific remains one of the most dynamic regions on earth. It is vital to U.S. economic and security interests, and activities in the region will shape Adm. much of our nation’s fuSamuel J. Locklear ture. The region encompasses 52 percent of the earth’s surface and is composed of 83 percent water and 17 percent land. Over half of the people on the planet reside on that 17 percent of land, and by the middle of the century, the Indo-Asia-Pacific region will potentially contain 70 percent of the world’s population. This high population density coupled with destabilizing factors such as natural disasters, climate change, ideological radicalism and population migration will continue to put immense pressure on regional governments. Contained in the 36 nations in USPACOM’s area of responsibility are the world’s two largest economies after the United States (China and Japan), and five smallest economies. The region also contains the world’s most populous nation (China), the largest democracy (India), the largest Muslim-majority (Indonesia) and the smallest republic (Nauru). It contains seven of the 10 largest standing militaries, five nuclear nations and five of the United States’ seven mutual defense treaty alliances. The socioeconomic diversity and population density throughout the USPACOM area of responsibility (AOR) create strategic longterm challenges. These challenges include: political instability, social inequality, poverty,
Continued On pAGE 14 ➥ Continued On pAGE 17 ➥
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April 21, 2015
Table of Contents F-35 Program Update . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .1 Editorial Editor
Jonathan Magin jonathanm@kmimediagroup.com Managing Editor
Harrison Donnelly harrisond@kmimediagroup.com Copy Editor
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
Naval Strategy and Posture in the Asia-Pacific . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1 Healthcare Modeling and Simulation Certificate Program . . . . . . . . . . . . . . . . . . . . . 3 Navy Accepts Delivery of USNS Trenton . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .3 NAWCTSD Partners with PEO STRI for Small Business Matching Grant Event . . . . . .3 Naval Facilities Engineering Command Industry Forum Webinar . . . . . . . . . . . . . .4 Military Leaders Talk Seapower Strategy at SAS Expo . . . . . . . . . . . . . . . . . . . . . . . . 4 Coast Guard Shore Infrastructure Logistics Command-Construction Industry Day . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4
Jittima Saiwongnuan jittimas@kmimediagroup.com
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Harrier Engine Contract . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5
Senior Graphic Designer
Initiative Provides Incremental Acquisition Improvement . . . . . . . . . . . . . . . . . . . . . . 6
Graphic Designers
Force Level Variant Satellite Antenna System . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .7
Scott Morris scottm@kmimediagroup.com Andrea Herrera andreah@kmimediagroup.com Amanda Paquette amandak@kmimediagroup.com
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KMI Media Group
United States, ROK Enhance MCM Capabilities During Foal Eagle . . . . . . . . . . . 7 Newest JSOW Variant Enters Operational Testing . . . . . . . . . . . . . . . . . . . . . . . . . . . . .8 SECNAV Announces Innovation Vision . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .8 USS New Hampshire Changes Command . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .9
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Center for Research in Extreme Batteries . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10
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What is the SPAWAR Office of Small Business Programs? . . . . . . . . . . . . . . . . . . 10
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Navy Cybersecurity . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11 Contracts . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 28
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Duane Ebanks duanee@kmimediagroup.com Circulation
Denise Woods denisew@kmimediagroup.com
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Exclusive Subscriber Content Subscribers to Navy Air/Sea receive exclusive weekly content. This week’s exclusive content includes: • An article about a recent directive by Secretary of the Navy Ray Mabus to install a greater number of light-emitting diode (LED) lights on Navy ships going forward. • An update on the Carl Vinson Carrier Strike Group, which left the U.S. 5th fleet area of operations on April 16 after spending six months in support of Operation Inherent Resolve.
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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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Navy Accepts Delivery of USNS Trenton The Navy accepted delivery of the USNS Trenton (JHSV 5), its fifth joint highspeed vessel, on April 13. Having completed acceptance trials only a month ago, the ship continues to meet key milestones as it progresses towards operational status. Now delivered to the Navy, the ship’s crew will begin move-aboard and familiarization before the ship sails away from the shipyard to begin her shakedown period and final contract trials later this year. “JHSVs continue to surpass our expectations, and Trenton is no exception. Built from a mature design, unwavering requirements and with a committed Navy/industry partnership, JHSV-5 has been designed to support and enable critical Navy missions throughout the world,” said Strategic and Theater
Sealift Program Manager Captain Henry Stevens. The first two ships of the class, USNS Spearhead (JHSV 1) and USNS Choctaw County (JHSV 2), have already demonstrated their inherent flexibility participating in international exercises and missions. Most recently, in conjunction with multinational maritime exercises, USNS Spearhead delivered more than 15,600 pounds of medical equipment and supplies to nongovernmental organizations operating in Ghana. “What really sets these vessels apart is their speed, agility and transport capability,” said Stevens. “Trenton can travel thousands of miles without refueling and has over 20,000 feet of stowage space in her mission bay for everything from vehicles and military cargo to humanitarian
Healthcare Modeling and Simulation Certificate Program The mission of the Naval Postgraduate School (NPS) is to provide high-quality, relevant and unique advanced education and research programs that increase the combat effectiveness of the naval services and other armed forces of the United States and its partners, to enhance national security. In order to fulfill this mission, the four-course Healthcare Modeling and Simulation Certificate Program that is delivered via distance learning asynchronous methods requires instructional support services. The course titles are: Research Methods for Performance Assessment; Simulation and Training; Technology and Simulation in Healthcare Education; and Management of Modeling and Simulation. This Healthcare Certificate Program is a collaborative effort between the NPS Modeling, Virtual Environments, and Simulation (MOVES) Institute and the Uniformed Services University of the Health Sciences (USUHS). The certificate program consists of four courses offered sequentially on a one course per quarter basis. The Healthcare Certificate courses explore the theoretical foundations of learning and training, research methodologies for health care training, simulation technologies for health care training, and management of simulation training centers. The instruction of the asynchronous www.npeo-kmi.com
four-course program begins in October of each year and ends in September. The certificate program is aimed at physicians, nurses and simulation center managers who want to accelerate improvements in simulation technology for health care training. As such, NPS needs contractor support for the Healthcare Certificate Course for the health care subject matter expertise element of the entire educational content. Each of the four courses has one or more instructors from NPS or USUHS. The contactor shall contribute to the program with health care subject-matter expertise to be delivered in an instructional manner that promotes the students deep understanding of the topics and how to apply within the students careers. The contractor shall have a focus on course development ensure that the course content remains up to date, and that a cohesive set of themes is addressed throughout the four courses in the areas of education, training, simulation and health care. The contractor shall provide the students and instructors will health care industry knowledge by interaction via distance learning methods to the asynchronous certificate program. Contract specialist: Jennifer Lee, (831) 656-2034, jllee@nps.edu
supplies. That means we can equip our troops and allies with mission-essential supplies faster than ever before.” JHSVs bridge the gap between lowspeed sealift and high-speed airlift. In addition to their inherent cargo transport capabilities, JHSVs have a 15-foot draft and the ability to interface with roll-on/ roll-off discharge facilities, facilitating the transport of cargo to shallow-draft waterways and ports. The vessels also feature a flight deck designed to support helicopter operations and a fast-rescue boat mounted mid-ship on the port side. The vessel has airline-style seating for 312 embarked forces, with fixed berthing for 104. USNS Trenton will be owned and operated by Military Sealift Command (MSC) and will be manned by a crew of 22 civil service mariners.
NAWCTSD Partners with PEO STRI for Small Business Matching Grant Event Naval Air Warfare Center Training Systems Division (NAWCTSD), in partnership with the Army’s Program Executive Office for Simulation, Training and Instrumentation (PEO STRI), is planning a Small Business Information Forum Initiative (SBIFI) event to be held on May 12, 2015. The event is described as providing “both meaningful and timely information to all of industry, however, concentrating on small business, in an ever-changing acquisition environment.” For more information, contact: Anthony J. Delicati, OSBP deputy for small business, anthony.delicati@navy.mil, (407) 380-4121
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Naval Facilities Engineering Command Industry Forum Webinar Naval Facilities Engineering Command, Atlantic (NAVFAC Atlantic) has announced that the 2015 industry forum will be held via webinar on May 20, 2015. The webinar will allow real-time, pointto-point communications as well as multicast communications from NAVFAC to many receivers at once. In a time of budget reductions and cost-saving initiatives NAVFAC Atlantic is proud to utilize this efficient technology to maximize our audience and minimize our expenses by holding this year’s industry forum via a webinar. Additional details regarding the event including the agenda, copies of briefs and directions for joining the webinar will be provided at: http://www.navfac.navy.mil/ navfac_worldwide/atlantic/about_us/ Industry-Forum-2015.html This webinar is designed to inform leaders in the construction, real estate development and architecture/engineering industries who team with NAVFAC Atlantic to provide the best infrastructure solutions to the Navy. This webinar provides information you need on the latest policies, workload, standards and initiatives within NAVFAC. Attendees will hear from NAVFAC leaders in the areas of acquisition, small business, environmental issues, engineering, design and construction, facilities support and safety. The webinar brief will be followed by an interactive question and answer session. There is no registration charge for this event, and pre-registration is not required. Access to the industry forum webinar will be provided on a firstcome, first-serve basis and without fee. Attendance will be limited to a maximum of 1,000 for the session. NAVFAC point of contact: Joe Halliday (757) 322-4088, james.halliday@navy.mil
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Military Leaders Talk Seapower Strategy at SAS Expo Leaders from the Navy, Marine Corps and Coast Guard held a roundtable discussion about “A Cooperative Strategy for 21st Century Seapower” at the 2015 Sea-Air-Space Exposition, April 13. Rear Admiral Kevin M. Donegan, acting deputy chief of naval operations, Lieutenant General Ronald L. Bailey, deputy commandant of the Marines, and Coast Guard Vice Admiral Charles D. Michel, deputy commandant for operations, held the discussion. They explained revisions made to the original 2007 document focused on building on the United States’ relationships with allies and partners, preventing wars, and providing our nation’s leaders with options in times of emergency. “There has been some discussion on why we have revised the strategy,” said Donegan. “The challenges that we faced in 2007 have evolved since we wrote the last strategy. When we were in 2007 looking forward, as always when you look to the future, you get some things right and some other things happen in a different way.” Donegan went on to discuss the mission of the Navy, Marine Corps and Coast Guard.
“Our emphasis is being where it matters when it matters; our emphasis is forward presence,” Donegan said. “We are forward to do something, to engage with our partners and allies and build trust. We are forward to deter potential aggression. We’re there to respond to crisis when need be and, if necessary, fight and win a war with joint forces. That fundamental piece of being where it matters when it matters has not changed and was foundational in our previous strategy.” Naval forces operate forward in support of trade that allows for economic growth. Ninety percent of trade moves across the world’s oceans. In addition, 70 percent of the world’s population lives near a coastline and most maritime professions such as fishing, commercial shipping and oil and gas extractions take place within 200 miles of a coastline. “We think this strategy is a strategy that the American people expect of our Navy,” said Donegan. “They’re going to continue to rely on the sea services to respond to the complex changes in the world. Most importantly they expect us to be the services that are the insurance policy that guarantees our way of life in the United States.”
Coast Guard Shore Infrastructure Logistics Center Industry Day The U.S. Coast Guard Shore Infrastructure Logistics Center (SILC) Base Support and Services (BSS) Contracting Office will host an Industry Day event in Norfolk, Virginia on June 3, 2015. This one-day event will provide a forum by which the SILC BSS contracting office will communicate an overview of their processes and organization; provide general guidance on how to do business with them; and provide information on some upcoming requirements in order to increase competition by sharing useful information. During this event, there will be time allotted to network with contracting officers and small business specialists. The event will be structured in two parts: the morning session will consist of general briefings to all attendees on the structure and process of contracting with SILC BSS; while the afternoon session will consist of one-on-one meetings between contracting representatives and representatives from individual companies. Companies are required to pre-register to attend one or both sessions. Click here (http://bit. ly/1D7U2hy) for the Registration Form. Once complete, email it to silcbss-smallbusiness@ uscg.mil. Click here (http://bit.ly/1bdWg7Q) to review the Coast Guard SILC PowerPoint presentation provided by SILC BSS contracting office for more information about how the buying unit is structured and the goods and services it buys. For more information, you may also search for their upcoming requirements in the Department of Homeland Security Acquisition Planning Forecast System at http://apfs.dhs.gov/(select Search Forecast and then Filter by Component by selecting USCG/SILC-Base). Primary point of contact is: Joseph M. Cannon, SILC BSS small business specialist, joseph.m.cannon@uscg.mil, (510) 437-3916 www.npeo-kmi.com
Harrier Engine Contract The Naval Air Systems Command has announced its intention to award a sole-source delivery order under Basic Ordering Agreement N00019-12-G-0002, to Rolls Royce Military Aero Engines, Ltd. Bristol, England, to procure integrated logistics support (ILS) for the Pegasus (AV-8) engine (F402-RR-408A/B) for the joint program office (JPO), which consists of the United States Marine Corps (USMC), Spanish Navy and Italian Navy. This action will be completed pursuant to the authority provided in of FAR 6.302-1, “Only one responsible source and no other supplies or services will satisfy agency requirements.� Rolls Royce Military Aero Engines, Ltd. is the original designer, developer and manufacturer of the F402 (AV-8B) series engine and is the only source with the requisite knowledge, experience and technical expertise to continue to provide the required supplies and services. Rolls Royce is the only source with the technical data, facilities and capabilities required to provide the associated system and sustainment support for the F402 (AV-8B) series engine
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requirements. Rolls Royce maintains configuration control over the F402 engine and will not provide unlimited rights to the government. No other manufacturer could design, develop and properly integrate F402 engine upgrades to meet the contract delivery schedules required to resolve issues in the fleet with the current configuration. Rolls Royce was selected as the prime contractor for the original engine development resulting from a full and open competition. Under the proposed order, Rolls Royce shall perform logistic support activities to sustain the operational readiness requirements of the Pegasus engine. The period of performance shall be January 1, 2016 through December 31, 2018, consisting of a one-year base period and two (2) one-year option periods. Primary point of contact: Ryan M. Delaney ryan.delaney@navy.mil, (301) 342-9901
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Initiative Provides Incremental Acquisition Improvement By Army Sergeant 1st Class Tyrone C. Marshall Jr. The basic idea behind the Defense Department’s Better Buying Power initiative, now entering its third iteration, has been to improve acquisition through continuous improvement in many areas simultaneously, the Pentagon’s acquisition chief said on April 13. Frank Kendall, under secretary of defense for acquisition, technology and logistics, discussed acquisition reform and the tenets of Better Buying Power 3.0 in a speech at the Brookings Institution. “Underlying all of the Better Buying Power initiatives has been the idea that the way you ... improve acquisition is through a process of continuous improvement,” he said. “The way to make progress is to make incremental progress in lots of different areas all at the same time.” Kendall said he’s seen many “fads” regarding acquisition reform that have attempted to do a few big things in trying to make a huge difference. “History doesn’t suggest that that’s a success,” he told the audience. “In fact, it’s suggested when you try to move everything in the same direction and sort of adopt a uniform policy, you tend to do as much breakage as you do fixing of things. And you have to be very careful about that.” Kendall said that’s been the idea with Better Buying Power since the initiative debuted about five years ago, when Defense Secretary Ash Carter was the department’s top acquisition official. A Limited Tool Kendall applauded the amount of discussion about acquisition reform that has included members of Congress, but he added that he thinks legislation is limited in what it can do. Citing his own background as an engineer and technical manager, Kendall said “there’s very little that you can do from the point of view of legislation that will make somebody a better engineer, or a better program manager, or a better contracting person.” “At the end of the day,” he said, “whether you’re in industry or government, that’s the sort of thing we have to have. We have to have people who are very, very good at what they do.” Increasing Professionalism One of the fundamentals of Better Buying Power, Kendall said, is the increased emphasis on professionalism and on building professionalism within the workforce. “There’s an awful lot that I can do with existing legislative authorities,” he said, “but there are some things that I can’t do. I can’t, for example, remove some of the things that burden our program managers.” One initiative DoD officials shared with the House Armed Services Committee is designed to remove some of the overhead placed on the department’s people that actually distract them from doing their real jobs, Kendall said.
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Motivated by Technological Superiority Kendall said innovation is a key component of Better Buying Power 3.0. “That’s, I think, part of a growing recognition that we do have a problem with technological superiority,” he added. “The thing that motivated me more than anything else to do another edition ... of Better Buying Power was that concern.” The initiative, Kendall said, is set up with a “punchline” of achieving dominant capabilities through technical excellence and innovation. “That’s a return to focusing attention on the products that we build,” he said, “and the superiority of those products relative to potential adversaries.” Kendall said while earlier versions of Better Buying Power were about efficiency, productivity and professionalism, version 3.0 is a “change back toward thinking about our products and focusing particularly on the results we’re trying to achieve.” Better Buying Power’s Cultural Aspect A cultural aspect also runs through every version of Better Buying Power, Kendall said. The first version emphasized cost consciousness and best buying practices, he said, and the second iteration moved in the direction of professionalism and judgment. “Now in 3.0,” Kendall said, “it’s a focus on a culture of technical excellence, which is the fundamental thing underpinning of 3.0. I want to emphasize more than anything else this is more about continuity than about change. “The idea here is a shift in emphasis—not a fundamental break with what we’ve been doing in the past,” he continued. “It’s a realignment and a slight shift in direction, but not a fundamental change.” Grooming the Potential Workforce In addition to discussing Better Buying Power 3.0, Kendall noted a longer-term concept: the need for science, technology, engineering and math education. For the sake of the country, the economy, quality of life and national security, he said, it’s “very important that this country develop and nurture people who are going to go into these fields and contribute to our society.” “The department has a limited role in that, but it has a role that matters,” he said. “You need to capture people when they’re young, or you’re not going to capture them.” While it’s not impossible to go back and get the necessary technical courses after high school, Kendall said that it’s difficult. “It’s best if you start out and get those courses that you need to put you on the track to be in a technical field earlier on,” he said. Sergeant 1st Class Tyrone C. Marshall Jr. is with DoD News, Defense Media Activity.
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Force Level Variant Satellite Antenna System The Space and Naval Warfare Systems Command (SPAWAR), in support of the Program Executive Office for Command, Control, Communications, Computers and Intelligence (PEO C4I) PMW/A 170 Communications Program Office is seeking information from industry on approaches, products and/or solutions for the development and production of an antenna radome for the Commercial Broadband Satellite Program’s (CBSP) Force Level Variant (FLV) satellite antenna system, that can withstand the effects of jet engine nozzle exhaust while maintaining RF transparency for operations in Ku and C Band. As the Navy’s Commercial Satellite Communications program of record CBSP’s three maritime terminal variants and commercial telecommunications services 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 reliability and provide redundancy for military satellite communications. The FLV satellite communications system is the largest CBSP terminal variant and is
currently being fielded on aircraft carriers, amphibious ships (LHAs, LHDs, LPDs) and command and control platforms. The FLV system is a modified commercial off-the-shelf based system designed for military use, which includes multiband capability, static and dynamic architectures, electro-magnetic interference protection and imbedded firmware. The FLV above deck equipment is comprised of an antenna, 2.74 meter in diameter, and associated electronics mounted on a pedestal. All FLV above deck equipment is enclosed within a lightweight composite radome that’s optimized to support RF transmission/reception in both C and Ku band. The Navy is interested an alternative, cost-effective heat and pressure hardened composite radome that can replace the current the FLV radome on applicable Navy platforms.”
Procurement Objectives The Navy is interested in hardened composite antenna radomes that are capable of supporting both C and Ku-band communications requirements. The anticipated procurement
(if a procurement is conducted) will include analysis of materials, development of composite samples based on analysis recommendation, pressure and temperature testing of composite samples, a first article radome for government acceptance testing and production radomes for Navy implementation on CBSP FLV systems. Upon completion of material analysis and successful first article testing, the government would plan to procure production units for fleet operations and sparing.
Estimated Production Quantities
Radomes
FY16
FY17
FY18
FY19
FY20
2
5
5
6
3
The chart shows the estimated production quantities, including two test assets in fiscal year 2016 and production assets and spare assets in FY17-FY20. Contracting specialist: Anna Kurzeja, (858) 537-0675, anna.kurzeja@navy.mil
United States, ROK Enhance MCM Capabilities During Foal Eagle The U.S. and Republic of Korea (ROK) navies conducted a successful mine countermeasures exercise between March 30 and April 11 as part of Foal Eagle 2015. The bilateral training is designed to increase readiness and interoperability in mine countermeasures operations and enhance theater security cooperation between the two navies. “Bilateral training in mine countermeasures is critical for our strategic ROK-U.S. alliance,” said Captain Mike Dowling, commander, Mine Countermeasures Squadron 7 (MCMRON 7). “It also enhances our combined capabilities and interoperability with the
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ROK Navy. These live force exercises continue to support our commitment to maintaining maritime stability in this region.” Approximately 300 U.S. Navy personnel assigned to MCMRON 7, mine countermeasures ships USS Warrior (MCM 10) and USS Chief (MCM 14); along with teams from Navy Explosive Ordnance Disposal Mobile Unit (EODMU) 5, Explosive Ordnance Disposal Mobile Unit (EODMU) 1, Naval Oceanography Mine Warfare Center, Helicopter Mine Countermeasures Squadron 14 and Mobile Mine Assembly Group participated in the training alongside their ROK Navy partners.
“We took ‘warfighting first’ to heart and took advantage of every opportunity to maintain and improve our mine warfare capabilities,” said Lieutenant Commander Michael Tyree, executive officer of Chief. During the exercise, U.S. and ROK Navy ships and explosive ordnance disposal divers practiced clearing routes for shipping and conducted training surveys for clearing operational areas. In addition to ships, remotely operated vehicles were also used to rehearse mine countermeasures operations from under the sea. “Operating in waters near the Korean peninsula provided us the most realistic training
we could hope for in preparing for contingency operations,” said Tyree. “The geography and bathymetry can’t be replicated anywhere else and it’s good for our sonar operators, Mine Neutralization Vehicle (MNV) pilots, and Mine Warfare (MIW) evaluators to experience it firsthand.” Foal Eagle is an umbrella of regularly scheduled, annual exercises that are the culmination of many months of planning and are based on realistic training scenarios. The naval portion of the Foal Eagle exercises take place in international waters around South Korea and features a full spectrum of maritime operations.
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Newest JSOW Variant Enters Operational Testing Raytheon and the U.S. Navy successfully completed the final free flight in the integrated testing phase for the Joint Standoff Weapon C-1. During the development test, JSOW C-1 demonstrated its effectiveness against moving maritime targets, a crucial capability against current and future surface warfare threats. The weapon is on track to start operational testing (OT) this spring and is slated for delivery to the fleet in 2016 after the successful completion of OT. “As we pivot to the Pacific, our capability to employ networked precision strike across our kill chains and engage in offensive anti-surface warfare is key to maintaining our strategic dominance in that theater,” said Captain Jaime Engdahl, the Navy’s Precision Strike Weapons
(PMA-201) program manager at Patuxent River. “I am proud of our Navy and Raytheon team’s commitment to providing these advanced capabilities to the warfighter.” During the test, the aircrew executed a pre-launch handoff between two F/A18E/F aircraft followed by the weapon’s release at a distance of 35 nautical miles to the target. The two Super Hornets again transferred control of the weapon, then sent a post-launch retargeting command to reroute the JSOW C-1 from the initial target ship to a higher priority target. While en route to the target ship, the JSOW C-1 provided real-time weapon inflight track and bomb hit indication status messages back to the controlling aircraft via the link-16 network. The multiple communication exchanges between the
aircraft and the weapon were seamless and culminated in a successful engagement of a small maneuvering ship target. “JSOW C-1 will be the U.S. Navy’s first air-launched, net enabled weapon to provide warfighters with the vital capability to engage both stationary land-based and maneuvering sea-based targets,” said Celeste Mohr, Raytheon’s JSOW program director. “The affordable JSOW is critical to countering today’s advanced, emerging threats.” JSOW C-1 is designed to provide fleet forces with robust and flexible battlefield effects against high-value targets at launch ranges of up to 70 nautical miles from both fourth- and fifth-generation fighters. F-35A/C integration is currently funded for JSOW C-1, with external integration on the F-35B scheduled in Block 4.
SECNAV Announces Innovation Vision Secretary of the Navy Ray Mabus unveiled the Department of the Navy’s (DoN) Innovation Vision during remarks delivered at the annual Sea, Air and Space Exposition April 15. “The superiority—in technology and concepts—the Navy and Marine Corps have on, over, under and coming from the sea did not just happen,” said Mabus. “There have been more than two centuries of collaboration and experimentation among people in and out of uniform, in government and industry, redefining what is possible. In so many cases, we have taken seemingly impossible ideas and made them real.” One theme of Mabus’ remarks was that, despite the centuries of innovation that have contributed to the success of the Navy and Marine Corps, the time has come to reinvigorate that culture while breaking down existing barriers to new ideas and concepts. “The world is getting faster, more nimble and is changing
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exponentially—with, too often, the exception of the United States military,” he said. “If we do not free ourselves from the everexpanding, ever-tightening coils of bureaucracy, if we do not set the pace on adopting change, if we continue to think and do in the same ways we have for so long, then our days as the world’s preeminent maritime force are surely numbered—and that number is small and shrinking.” The initial push toward a DoN better equipped to adopt and incorporate innovation at a quicker pace began earlier this year when Mabus established a special group tasked with focusing on these ideas. “In January, I established the Navy’s Task Force Innovation: a group from across the department comprising thinkers, experts and warfighters with diverse backgrounds and from every level,” said Mabus. “We have a long tradition of creativity, and we have exceptionally talented people in the Navy and Marine Corps. I’ve charged this
Task Force with harnessing that creative energy of our sailors and marines and infusing the ideas that come forward into our operations.” Following months of study and collaboration with the fleet, other governmental organizations and the private sector, the task force reported their results and recommendations to Mabus, who established five key focus areas designed to make the DoN a more innovative organization. The first of these areas is to establish an innovation network for DoN. “This innovation network will be the scaffolding used to ensure coordination and get rid of barriers to progress,” said Mabus. The second is to reform how the department manages its workforce and talent. “We need to be evaluating and rewarding our top performers appropriately to show them we value the knowledge, talent and risk-taking they bring to the fight,” Mabus said.
The third focus area is to use the massive amounts of data collected by DoN in a better way. The fourth is to get emerging operational capabilities to the fleet much more quickly. “As we enter the age of cyber, unmanned systems and advanced manufacturing, we cannot allow these overly complex, form-oversubstance, often useless, and too often harmful, practices to slow or prevent development of some game changers, while simultaneously giving our potential adversaries the competitive advantage,” said Mabus. He also pointed out that this shift toward a culture more focused on innovation was about more than simply new weapon systems or platforms but also about changing the way the department as a whole thinks. The final focus area is to create breakthrough warfighting concepts.
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USS New Hampshire Changes Command Commander Jason Weed relieved Commander Sean Fujimoto as commanding officer of the Virginia-class attack submarine USS New Hampshire (SSN 778) during a change of command ceremony held onboard the submarine at U.S. Naval Submarine Base New London, Conn., April 13. Captain David Roberts, commanding officer, Submarine Learning Center, was the guest speaker. “We are here today to witness a change of command ceremony which is a formal ceremony and full of tradition,” said Roberts. “In fact, it is required by Navy Regulations dating back to the Civil War. In the presence of her officers and crew, you will see the formal turnover of command from Commander Sean Fujimoto to Commander Jason Weed. Sean, I have no doubt that you have endeared yourself to your crew, and it will be hard to leave them, having poured your heart and soul into their success. But you should rest easy knowing that your good nature and sense of humor have left an impression on them that they will likely never forget. More importantly, you have served them as their captain and for that you should be very proud! “Commander Weed, as you now take the helm of this extraordinary ship and her crew, I wish you all the best. There will be no more rewarding and no more challenging job than this: command at sea. Cherish every minute of this because before you know it you will be passing the torch to your relief and looking back wondering where the time went. May God bless this ship and her crew!” In a naval message, Vice Admiral Michael Connor, commander, Submarine Forces, stated, “Sean, congratulations on a great job commanding USS New Hampshire. You shaped the New Hampshire team into a cohesive warfighting unit and successfully conducted an impressive range of submarine operations. You expertly led your crew through a successful European Command Deployment, completing missions vital to national security while demonstrating the tremendous stealth and endurance of our newest submarine class. Well done!” Fujimoto became the third commanding officer of USS New Hampshire when he assumed command December 17, 2012. He enlisted in the Navy following graduation from Westover Senior High School in Fayetteville,
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N.C. in 1988. While successfully completing Nuclear Field “A” School as an electronics technician and Naval Nuclear Power School, he was selected to attend the Naval Academy Preparatory School in Newport, R.I. Fujimoto then went on to graduate from the U.S. Naval Academy in 1995 with a Bachelor of Science in systems engineering. He also holds a Master of Science in engineering management from The George Washington University. “New Hampshire is one of the most complex machines ever built, but that is not the reason for our successes,” said Fujimoto. “Our accomplishments were only realized through the crew’s expertise, drive and ability to execute under the most challenging circumstances. While there was some amount of luck involved, it is truly impressive that you were able to keep the ship at sea during our last deployment for 176 days out of 184. That’s an unprecedented 95 percent operational tempo executing missions vital to national security with no days lost due to material issues. “It has been an incredible and fulfilling experience serving with such dedicated and professional submariners. The most rewarding aspect of my command tour has been watching the officers and crew realize success, professionally, personally and as a team. I am honored and feel extremely privileged to have served as your commanding officer. Thank you. Live free or die.” Fujimoto will next report to the director, undersea warfare, on the staff of the chief of naval operations in Washington, D.C. Weed enlisted in the Navy following graduation from Northwestern Lehigh High School in New Tripoli, Pa., in 1990. While serving onboard USS John C. Calhoun (SSBN 630B) as a fire control technician (ballistic)
he completed his qualification in Submarines and was selected to attend the Naval Academy Preparatory School in Newport, R.I. He graduated from the U.S. Naval Academy in 1998 with a Bachelor of Science in Systems Engineering. He also holds a Master of Science in Engineering Management from Old Dominion University. “Sean, thank you for the ship and crew that you have turned over to me today,” said Weed. “It is truly impressive what New Hampshire has accomplished under your command. The success and the fighting spirit you have instilled in the ‘Granite Ghost’ is a direct reflection of the dedication and leadership you have provided. I would also like to thank you for the time we spent underway together during turnover. The insights you have shared with me, not only of the Virginia-class submarine, but command in general, will prove invaluable. I promise to take good care of New Hampshire and work hard to build on the impressive legacy that you established.” New Hampshire was commissioned in October 2008 and was the fifth ship in the Virginia class and the first Block II submarine. The third ship named in honor of the Granite State, New Hampshire enables five of the six Navy maritime strategy core capabilities: sea control, power projection, forward presence, maritime security, and deterrence. The submarine is designed to excel in anti-submarine warfare; anti-ship warfare; strike warfare; special operations; intelligence, surveillance, and reconnaissance; irregular warfare; and mine warfare missions. The crew of more than 130 sailors can operate the 377-foot-long vessel at depths greater than 800 feet and speeds in excess of 25 knots when submerged.
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Center for Research in Extreme Batteries The U.S. Army Research Laboratory (ARL) has teamed up with University of Maryland (UMD) College Park and the National Institute of Standards and Technology to form a battery research center, the goal of which is to foster and accelerate collaborative research in advanced battery materials, technologies and characterization techniques. The research is centered on batteries for extreme performance, environments and properties, such as defense, space and biomedical applications. Participation is open to universities, national labs and industry partners with an interest in beyond Li-ion batteries. The Center for Research in Extreme Batteries’ first formal meeting will be at the UMD Samuel Riggs Alumni Center on May 4, from 8 a.m. to 6 p.m., and welcomes interested participants and experts to discuss
the newly established center dedicated to extreme batteries. The meeting is in partnership with the UMD Student Chapter of the Electrochemical Society. “The center’s focus is university and national lab research that includes industry manufacturing, for beyond state-ofthe-art Li-ion technologies,” said Cynthia Lundgren, chief of ARL’s electrochemistry program. “A steering committee has been formed to organize and commission the center and will be prepared to field questions towards participation.” Posters and limited opportunities for oral presentations will foster discussion of current battery research, synergies with related research and the needs of end users of extreme batteries. Presentations and posters should highlight the specialties and capabilities of battery researchers
and/or forecasts for significant forthcoming research directions within the scope of the battery center. Organizations with requirements for extreme application batteries may make a presentation that highlights their requirements, current problems with meeting the needs and efforts in supporting the development of new batteries. “Those with complementary research related to batteries should highlight their capabilities and synergies with extreme batteries,” Lundgren said. The only fee to attend the meeting is for an optional $20 lunch and refreshment package. Required registration for presentations is open through April 20 and for attendance, through April 30. For more information or to register, visit www.arl.army.mil/creb.
What is the SPAWAR Office of Small Business Programs? By Tina Stillions The SPAWAR Office of Small Business Programs is a small business advocacy organization committed to maximizing opportunities for small businesses and minority-serving educational institutions in support of Federal Small Business Programs and the Small Business Act of 1953. The office serves as an advocate for small businesses to ensure they have the maximum practicable opportunity to participate in the performance of contracts in accordance with Section 8(d) of the Small Business Act. They regularly participate in small business outreach events and provide one-on-one counseling and assistance to vendors on a continuing basis. In addition to advising, the Small Business Office assists and provides training and guidance to contracting and technical personnel on related regulatory, policy or directive requirements. The office manages program functions, including reporting to SPAWAR’s leadership team on program implementation and progress in meeting mandated command targets and other small business program initiatives.
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Top initiatives include: • Creating a forecasting tool for expected contract opportunities. • Increasing opportunities for small business participation on SPAWAR acquisitions at both the prime and subcontractor levels. • Providing strategic communications on Office of Small Business Programs matters and building strong internal/ external partnerships. • Regularly providing reports of progress in addressing areas identified for improvement and meeting mandated command targets and other important initiatives/goals. The team’s success is the result of being accessible, open and direct with small businesses; providing individual counseling, information, advice and training to small business concerns on processes, websites and other helpful resources; and participating in community/outreach engagements
on industry and government small business committees. The SPAWAR Office of Small Business Programs embraces a culture of shared responsibility, recognizing the critical role small businesses play in advancing naval capability and strengthening the nation’s economy and security while seeking qualified small businesses at the earliest stage of acquisition planning process. SPAWAR Office of Small Business Programs Contact: Faye Esaias faye.esaias@navy.mil or (858)537-0305
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Navy Cybersecurity On April 14, Vice Admiral Jan Tighe testified to the Senate Armed Services Committee’s Subcommittee on Emerging Threats and Capabilities about the Navy’s cyber programs and posture.
Cyber Operations, Posture, and Future Investments U.S. Fleet Cyber Command directs operations to secure, operate and defend Navy networks within the Department of Defense Information Networks (DoDIN). We operate the Navy Networking Environment as a warfighting platform, which must be aggressively defended from intrusion, exploitation and attack. The Navy Networking Environment consists of more than 500,000 end-user devices; an estimated 75,000 network devices (servers, domain controllers); and approximately 45,000 applications and systems across three security enclaves. Operations during the past two years led to a fundamental shift in how we operate and defend in cyberspace. Specifically, late summer 2013 we fought through an adversary intrusion into the Navy’s unclassified network. Under a named operation, known as Operation Rolling Tide, U.S. Fleet Cyber Command drove out the intruder through exceptional collaboration with affected Navy leaders, U.S. Cyber Command, National Security Agency, Defense Information Systems Agency (DISA) and our fellow service cyber components. Although any intrusion upon our networks is troubling, this operation also served as a learning opportunity that has both matured the way we operate and defend our networks in cyberspace, and simultaneously highlighted gaps in both our cybersecurity posture and defensive operational capabilities. As a result of this operation and other cybersecurity initiatives, the Navy has already made or proposed (through fiscal year 2020) a nearly $1 billion investment that reduce the risk of successful cyberspace operations against the Navy Networking Environment. Of course these investments are built on the premise that our future year budgets will not be drastically reduced by sequestration. Specifically, if budget uncertainty continues, we will have an increasingly difficult time fully addressing this very real and present danger to our national security and maritime warfighting capability. www.npeo-kmi.com
The Navy’s future cybersecurity investcounterfeit devices from untrusted sources. ments are being informed by the Navy’s Operationally, we think of these opportuniTask Force Cyber Awakening, which was ties in terms of the network intrusion attack chartered by the chief of naval operations surface presented to malicious cyber actors. and the assistant secretary of the Navy for The greater the attack surface, the greater research, development and acquisition to gain the risk to the Navy mission. The attack a holistic view of cybersecurity risk across the surface grows larger when security patches Navy, and beyond just our corporate navy to known vulnerabilities are not rapidly networks to include combat and industrial deployed across our networks, systems, and control systems. The FY16 proposed applications. The attack surface budget (PB16) includes Task Force also grows larger when network usCyber Awakening—recommended ers, unaware of the ramifications of investments amounting to $248 their online behavior exercise poor million for FY16 and $721 million cyber hygiene and unwittingly across the Future Years Defense Plan succumb to spear phishing emails (FYDP). Task Force Cyber Awakenthat link and download malicious ing will make additional recomsoftware, or use peer-to-peer file V. Adm. mendations on how to organize and sharing software that introduces Jan Tighe resource capabilities to mitigate that malware to our networks, or simply risk. plug their personal electronic device into a Concomitant with the Task Force Cyber computer to recharge it. Awakening outcomes is the migration to a The Navy is taking positive steps in single defensible cyber architecture, which each of these areas to reduce the network is vital to the continued success of Navy’s intrusion attack surface including enhanced worldwide operations. The Navy recognizes cyber awareness training for all hands. that the Joint Information Environment Furthermore, we are bolstering our ability to (JIE) is an operational imperative and enmanage cybersecurity risks in our networks dorses that vision, including the implementhrough our certification and accreditation tation of a single security architecture (SSA). process, and through cybersecurity inspecThe Department of the Navy intends for the tions across the Navy. Additionally, the Navy Navy and Marine Corps Intranet (NMCI) to is reducing the attack surface with signifiserve as the primary onramps into JIE, incant investments and consolidation of our corporating JIE technical standards through ashore and afloat networks with modernour network technical refreshment processes ization upgrades to the Next Generation as those standards are defined. Through Enterprise Network (NGEN) and the Condelivery of these enterprise environments, solidated Afloat Networks and Enterprise the Navy will achieve the tenets of JIE’s Services (CANES), respectively. Finally, the framework of standards and architecture Navy is executing a Data Consolidation consistency. Center (DCC) strategy, which will reduce For our part, U.S. Fleet Cyber Comthe number and variance of information sysmand is operationally focused on continutems at the same time allow for a centralized ously improving theNavy’s cybersecurity approach towards managing the confidentiposture by reducing the network intrusion ality, integrity and availability of our data. attack surface, implementing and operating For long-term success in cybersecurity, layered defense in depth capabilities, and the Navy is working on improved acquisiexpanding the Navy’s cyberspace situational tion and system sustainment processes. awareness as outlined below. Specifically, we will design in resiliency by generating a common set of standards and protocols for programs to use as guiding Reducing the Network Intrusion principles during procurement, implemenAttack Surface tation and the configuration of solutions, which will improve our cyber posture by Opportunities for malicious actors to driving down variance. gain access to our networks come from a The Navy recognizes that all hands (usvariety of sources such as known and zero ers, operators, program managers, systems day cybersecurity vulnerabilities, poor user command) have an impact (for better or behaviors, and supply chain anomalies with april 21, 2015
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worse) on the magnitude of the Navy’s attack surface and the mission risk associated with it. U.S. Fleet Cyber Command must defend this attack surface, regardless of size, using defense in depth capabilities described below.
Defense in Depth The Navy is working closely with U.S. Cyber Command, NSA/CSS, our cyber service partners, DISA, interagency partners and commercial cybersecurity providers to enhance our cyber defensive capabilities through layered sensors and countermeasures from the interface with the public Internet down to the individual computers that make up the Navy Networking Environment. We configure these defenses by leveraging all source intelligence and industry cybersecurity products combined with knowledge gained from analysis of our own network sensor data. We are also piloting and deploying new sensor capabilities to improve our ability to detect adversary activity as early as possible. This includes increasing the diversity of sensors on our networks, moving beyond strictly signature-based capabilities (to include reputation-based and heuristic capabilities), and improving our ability to detect new and unknown malware. JIE Joint Regional Security Stacks are also integral to our future defense in depth capabilities. As described above, the Navy has already consolidated our networks behind defensive sensors and countermeasures. We expect that JIE Joint Regional Security Stacks (JRSS) v2.0 will be the first increment to bring equal or greater capability to Navy Defense in Depth. Accordingly, the Department of Navy is planning to consolidate under JRSS 2.0 as part of the technical refresh cycle for NMCI when JRSS meets or exceeds existing Navy capabilities.
Cyber Situational Awareness Success in cyberspace requires vigilance; it requires that we constantly monitor and analyze Navy Networking Environment. We must understand both its availability and vulnerabilities. Furthermore we must be able to detect, analyze, report and mitigate any suspicious or malicious activity in our networks. The Navy is planning to expand our current capabilities to include a more robust, globally populated and mission-tailorable 12
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cyber common operating picture (COP). Additionally, with improved network sensor information across DoD, however, comes the need for a single dedicated data strategy and big data analytics for all DoD network operations and defense data. This will allow for better overall situational awareness and improved speed of response to the most dangerous malicious activity by leveraging the power of big data analytics to harness existing knowledge rapidly.
U.S. Fleet Cyber Command Operational Forces U.S. Fleet Cyber Command’s operational force comprises nearly 15,000 active and reserve sailors and civilians organized into 22 active commands and 32 reserve commands around the globe. The commands are operationally organized into a Tenth Fleetsubordinate task force structure for execution of operational mission. Approximately 35 percent of U.S. Fleet Cyber Command’s operational forces are aligned with the cyber mission.
Status of the Cyber Mission Force As you may recall, during a hearing before the Senate Committee on Armed Services on March 12, 2013, General Keith Alexander briefed the Cyber Mission Force model, which DoD endorsed in December 2012. The Cyber Mission Force is designed to accomplish three primary missions: National mission teams will defend the nation against national-level threats, combat mission teams to support combatant commander priorities and missions, and cyber protection teams to defend Department of Defense information networks and improve network security. Navy and other cyber service components are building these teams for U.S. Cyber Command by manning, training, and certifying them to the U.S. Cyber Command standards. Navy teams are organized into existing U.S. Fleet Cyber Command operational commands at cryptologic centers, fleet concentration areas, and Fort Meade, Md., depending upon their specific mission. Navy is responsible for sourcing four national mission teams, eight combat mission teams, and 20 cyber protection teams as well as their supporting teams consisting of three national support teams and five combat support teams.
The Navy is currently on track to have personnel assigned for all 40 Navy-sourced cyber mission force teams in 2016 with full operational capability in the following year. As of March 1, 2015, we had 22 teams at initial operating capability (IOC) and two teams at full operational capability (FOC). We are in the process of manning, training and equipping our FY15 teams to meet IOC standards by the end of FY15. Additionally, between now and 2018, 298 cyber reserve billets will also augment the cyber force manning plan as described below. U.S. Fleet Cyber Command has also been designated as the Joint Force HeadquartersCyber by U.S. Cyber Command to support U.S. Pacific Command and U.S. Southern Command in the development, oversight, planning and command and control of full-spectrum cyberspace operations that are executed through attached combat mission and support teams. In 2014, Navy’s Joint Force Headquarters-Cyber was certified and declared to have achieved FOC. This capability was attained without additional U.S. Fleet Cyber Command resources. As the cyber mission and support teams continue to grow and mature, additional resources to operationally control and manage these teams in support of combatant command priorities will be required.
Reserve Cyber Mission Forces Through ongoing mission analysis of the Navy Total Force Integration Strategy, we developed a Reserve Cyber Mission Force Integration Strategy that leverages our reserve sailors’ skill sets and expertise to maximize the reserve component’s support to the full spectrum of cyber mission areas. Within this strategy, the 298 reserve billets, which are phasing into service from FY15 through FY18, will be individually aligned to Active duty Cyber Mission Force teams and the Joint Force Headquarters-Cyber. Accordingly, the Joint Force Headquarters-Cyber and each Navy-sourced team will maximize its assigned reserve sailors’ particular expertise and skillsets to augment each team’s mission capabilities. As our reserve cyber mission billets come online and are manned over the next few years, we will continue to assess our Reserve Cyber Mission Force Integration Strategy and adapt as necessary to develop and maintain an indispensably viable and sustainable Navy reserve force contribution to the Cyber Mission Force. www.npeo-kmi.com
Future Cyber Workforce Needs The Navy’s operational need for a well-trained and motivated cyber workforce (active, reserve and civilian) will continue to grow in the coming years as we build out the balance of Cyber Mission Force and as we refine our needs to holistically address the challenges being informed by Task Force Cyber Awakening. We will depend upon commands across the Navy to recruit, train, educate, retain and maintain this workforce including the Chief of Naval Personnel, Navy Recruiting Command, Naval Education and Training Command and Navy’s institutions of higher education (United States Naval Academy, Naval Postgraduate School and Naval War College). Additionally, the establishment of Navy Information Dominance Force (NAVIDFOR) in 2014 as a type commander will go a long way in generating readiness for cyber mission requirements. NAVIDFOR will work closely with the man, train, and equip organizations across the Navy to ensure that U.S. Fleet Cyber Command and other information dominance operational commands achieve proper readiness to meet mission requirements.
Recruit and Retain There are many young Americans with the skillsets we need who want to serve their country. I am very encouraged by the dedication and commitment I see entering our ranks. I am awed by their dedication and growing expertise every day. We must consistently recruit and retain this technically proficient group of diverse professionals for the cyber mission to sustain this momentum. In FY14, the Navy met officer and enlisted cyber accession goals, and is on track to meet accession goals in FY15. Currently authorized special and incentive pays, such as the enlistment bonus, should provide adequate stimulus to continue achieving enlisted accession mission, but the Navy will continue to evaluate their effectiveness as the cyber mission grows. Today, Navy Cyber Mission Force (CMF) enlisted ratings (CTI, CTN, CTR, IS, IT) are meeting retention goals. Sailors in the most critical skillsets within each of these ratings are eligible for Selective Reenlistment Bonus (SRB). SRB contributes significantly to retaining our most talented sailors, but we must closely monitor its effectiveness as the civilian job market continues to improve and the demand for cyber professionals increases. Cyber-related officer communities are also meeting retention goals. While both information warfare (IW) and information professional (IP) communities experienced growth associated www.npeo-kmi.com
with increased cyber missions, we are retaining officers in these communities at 93 percent overall. Both IW and IP are effectively managing growth through direct accessions, and through the lateral transfer process, thereby ensuring cyber-talented officers enter, and continue to serve. With respect to the civilian workforce, we are aggressively hiring to our civilian authorizations consistent with our operational needs and fully supported by the Navy’s priority to ensure health of the cyber workforce. We have also initiated a pilot internship program with a local university to recruit skilled civilian and military cyber workforce professionals. Navy will measure the success of this approach as a potential model to harness the nation’s emerging cyber talent. As the economy continues to improve, we expect to see more challenges in recruiting and retaining our cyber workforce.
Educate, Train, Maintain To develop officers to succeed in the increasingly complex cyberspace environment, the U.S. Naval Academy offers introductory cyber courses for all freshman and juniors to baseline knowledge. Additionally, USNA began a Cyber Operations major in the fall of 2013. Furthermore, the Center for Cyber Security Studies harmonizes cyber efforts across the Naval Academy. Our Naval Reserve Officer Training Corps’ (NROTC) program maintains affiliations at 51 of the 180 National Security Agency (NSA) Centers of Academic Excellence (CAE) at colleges around the country. Qualified and selected graduates can commission as information warfare officers, information professional officers, or intelligence officers within the information dominance corps. For graduate-level education, the Naval Postgraduate School offers several outstanding graduate degree programs that directly underpin cyberspace operations and greatly contribute to the development of officers and select enlisted personnel who have already earned a bachelor’s degree. These degree programs include electrical and computer engineering, computer science, cyber systems operations, applied mathematics, operations analysis, and defense analysis. Naval War College is incorporating cyber into its strategic and operational-level war courses, at both intermediate and senior graduate-course levels. The college also integrates strategic cyber research into focused information operations (IO)/Cybersecurity courses, hosts a center for cyber conflict studies (C3S) to support wider cyber integration across the college, and has placed special emphasis on cyber in its war gaming role, including a whole-of-government cyber war
game under active consideration for this coming summer or fall. With respect to training of the Cyber Mission Force, U.S. Cyber Command mandates Joint Cyberspace Training & Certification Standards, which encompass procedures, guidelines, and qualifications for individual and collective training. U.S. Cyber Command with the Service Cyber Components has identified the advanced training required to fulfill specialized work roles in the Cyber Mission Force. Most of the training today is delivered by U.S. Cyber Command and the National Security Agency in a federated but integrated approach that utilizes existing schoolhouses and sharing of resources. The Navy is unified in efforts with the other services to build joint cyber training capability, leveraging joint training opportunities, and driving towards a common standard.
Declining Budgets While the overall Navy budget has been impacted by financial constraints and sequestration, the Navy has done a good job in terms of minimizing the budgetary impact on U.S. Fleet Cyber Command and the capabilities it employs to conduct its operations. Should this circumstance change and future budgets decline, however, there will be an impact to the capability and capacity to conduct operations in cyberspace. The scope and magnitude of such impacts would be driven by the scope and magnitude of a budget decline. It is, however, possible to speak in broad terms regarding the potential areas of impact. Operations in cyberspace are highly dependent on people—to a certain extent our people are part of the warfighting platform in cyberspace. Budgetary declines impacting our ability to attract and retain the numbers of people with the requisite skills and experience would negatively impact the Navy’s ability to conduct operations in cyberspace. Additionally, declining budgets affecting the ability of the Navy to implement initiatives described above that reduce the network intrusion attack surface, enhance defense in depth and cyber situational awareness, or modernize/migrate to the Joint Information Environment greatly jeopardizes the Navy’s ability to accomplish all missions, since all Navy mission accomplishment depends on having an available and secure network. Finally, reductions to procurement accounts, beyond cyber operations or network-specific budgets, traditionally have delayed or slowed modernization of programs across the Navy. The unintended consequence of delayed modernization is delayed cyber vulnerability remediation in everything from business applications to weapon systems. april 21, 2015
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F-35 Program Update ➥ Continued From pAGE 1 of this delayed flight testing, the program estimates there is a risk to completing Block 3F on time—believing it is now about four to six months later than expected. This delay is not expected to impact U.S. Navy IOC in 2018 or other partner’s capabilities, because: (1) the program has some time to improve on this schedule delay with better systems engineering and software process improvements; and (2) the program did build some realistic margin into the original schedule for the need date of this Block 3F software. As for flight testing, the program will be complete with all Block 2B flight testing this spring, will continue Block 3i flight testing, and, as stated before, begin Block 3F flight testing this summer. There were numerous accomplishments this year in flight testing, most notably, completion of a very successful initial F-35C ship suitability sea trial aboard the USS Nimitz, a large deck carrier. This initial sea trial was quite successful in proving that the F-35C can be embarked and employed on Navy carriers—an important step for our naval warfighters. Our performance on the USS Nimitz in terms of carrier landings, also known as “traps,” was superb in that we made 124 traps out of 124 attempts without a single missed landing. Production In 2014, per our production plan, the program delivered 36 aircraft to our customers and has now delivered 124 aircraft to our test, operational and training sites. Today, the production line is running approximately two months behind schedule. But due to government/industry manufacturing management initiatives, production deliveries are improving, and the current delays do not pose any long-term schedule or delivery risk to the program. As the program increases production over the next four years, we are watching to make sure the supply base, as well as Lockheed Martin and Pratt & Whitney, are ready for this production ramp increase and conduct continuous production readiness reviews to reduce any production risks. From a business perspective, the program recently awarded the contract for the 8th Production Lot of 43 airplanes and is preparing to begin negotiations on Lots 9 and 10, which will be negotiated together; much like was done for Lots 6 and 7. We are also looking forward to beginning negotiations for Lot 11 in 2016. The price of F-35s continues to decline steadily lot after lot. For example, the price of a Lot 7 F-35A was 4.3 percent less than a Lot 6 F-35A aircraft and a Lot 8 F-35A aircraft was 3.6 percent less than a Lot 7 F-35A, including the engine and profit for both contractors. Reductions are expected to continue into the future, leveraging the program’s ongoing affordability initiatives. By 2019, the expected price of an F-35A model, with an engine and including profit, is between $80 million and $85 million, in 2019 dollars. The program is also seeing the quality of the aircraft and engines improve and the number of hours required to build the aircraft and engines decline, although more progress needs to be made here. These have been important factors in the continued price reduction and future on-time delivery of aircraft and engines. The F-35 program is committed to providing a quality product to our warfighter, partner nations and foreign military customers. This
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begins with establishing the appropriate contractual requirements and program plans, ensuring contractor flow-down to its supply chain, and monitoring execution through robust performance metrics. The program continues to work closely with the Defense Contract Management Agency and the prime contractors to address process discipline, attention to detail and adherence to established and robust procedures, which are critical to product integrity. On a final note concerning production, as you know, the program is also building two Final Assembly and Checkout Facilities (FACOs)—one in Italy and one in Japan. Today, there are aircraft being built on the production line at the FACO in Italy and, sometime this year, the Japanese will begin building their own F-35s at their FACO in Japan. We are not anticipating problems with either facility at this time. Continuing on this international theme, South Korea signed a commitment to purchase 40 F-35A aircraft starting in Lot 10, and last year Israel added 14 more F-35As to their original 19-aircraft order, with a future additional purchase in two to three years. Additionally, Canada has decided to wait until after its national elections this spring before deciding on its selection of a fighter replacement, although it remains a full partner on the F-35 program. Also, Denmark, a full partner in the program, is expected to make its final fighter replacement selection sometime in the summer of 2015. Sustainment As of March 1, 2015, the program has logged more than 27,000 flight hours and flown more than 15,000 sorties since our first flight in 2006. Today, over 124 operational, test, and training jets are operating at nine sites. Additionally, the program has completed all F-35A deliveries to Eglin Air Force Base (AFB), has started deliveries to Luke AFB, which is the main training base for the Air Force and partners, including Australia’s first two F-35As. The program has also started F-35B pilot training at Marine Corps Air Station Beaufort. In the next four years we will add another 17 operating bases to the F-35 enterprise across all three regions, North America, the Pacific and Europe. One of the major areas of concern with maintenance and sustainment over the past 18 months has been the ability to have aircraft that are available and ready to fly. The metrics used to measure this are called aircraft availability and mission capable rates. Aircraft availability is a measure, in percentage, of how many aircraft are available in the hands of the warfighter on any given day—meaning they are not in maintenance or being modified. Mission capable rate is the percentage of available aircraft that are capable of flying particular missions, having passed all their pre-flight maintenance and pilot checks. Typical aircraft availability rates range from 60 to 75 percent, and typical mission capable rates range from 70 to 80 percent. In 2013, these measures were not good; Aircraft Availability was around 35 percent and Mission Capable rates were around 40 to 45 percent. As a result, in 2014, we began a dedicated Reliability and Maintainability program, along with a focused look at our maintenance procedures known as “operationalizing the F-35.” These programs incorporated aircraft design improvements, repair improvements on parts that are
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broken, better maintenance procedures and manuals, and better, more available spare parts. All of this has resulted in steady improvements over the past year and a half. Today, aircraft availability has improved from being in the 30 to 40 percent range, to around 55 percent, and mission capable rate is now up around 65 to 70 percent, from around 45 percent a year ago. Although we have more work to do to improve on these metrics, the current set of initiatives seems to have started a positive trend. These programs have also had significant cost benefits and reductions in the long run when looking at the program’s overall life cycle operating and sustaining costs. Along with these two programs, our team has also established a Cost War Room with a goal of reducing the overall operating and sustaining life cycle cost of the program by 30 percent. The Cost War Room identifies, and then executes, costreduction initiatives from across the entire spectrum of the program, including funding the design of newer, less expensive, more reliable parts and tooling, improving maintenance procedures and manuals, and even looking at different places and different industry partners in terms of repairing parts. Since the Cost War Room was stood up in 2013, the program has reduced the overall life cycle operating and sustaining cost estimate nearly 9 percent based on the Department of Defense Office of Cost Assessment and Program Evaluation estimates, and we will continue to drive the life cycle costs down. The final topic concerning maintenance and sustainment we would like to address is the establishment of the global sustainment posture across Europe, Asia-Pacific and North America. In 2014, the program began the process for assigning the repair capabilities to our partner and FMS customers across these three regions. The first of these assignments were announced at the end of 2014 and included the regional maintenance, repair, overhaul and upgrade (MRO&U) capabilities for airframes and engines for both the European and Pacific Regions. These initial MRO&U assignments will support near-term F-35 airframe and engine overseas operations and maintenance and will be reviewed and updated in approximately five years. In the European region, F-35 initial airframe MRO&U capability will be provided by Italy by 2018. Should additional airframe MRO&U capability be required, the United Kingdom would be assigned to supplement the existing capability. In the European region, engine heavy maintenance will initially be provided by Turkey, also in 2018, with The Netherlands and Norway providing additional capability approximately two to three years after Turkey’s initial capability. In the Pacific region, F-35 airframe MRO&U capability will be provided by Japan for the Northern Pacific and Australia for the Southern Pacific, with both capabilities required by early 2018. For F-35 engine heavy maintenance in the Pacific, the initial capability will be provided by Australia by early 2018, with Japan providing additional capability three to five years later.
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The program will continue this process in 2015 and 2016 with the Department of Defense assigning to our partners and FMS customers, other repair capabilities, such as landing gear, electrical and hydraulic systems, maintenance of support equipment and warehousing for the global supply chain. Risks and Challenges Now we would like to shift gears and discuss some of the challenges and risks the program has encountered. As a program, the biggest technical concern is still the development and integration of software. The aircraft alone has approximately 8 million lines of code, with another 16 million lines of code on the off-board systems. This is an order of magnitude greater than any other aircraft in the world and represents a complex, sometimes tricky, and often frustrating element in the program. The discipline the program instilled several years ago in the way software is developed, lab tested, flight tested, measured and controlled by the program office, has produced much better and more predictable results over the past two years. The program is in the final stages of flight test for Block 2B software as stated before, and we are happy to say that the program will deliver Block 2B with the software capability that was promised, although there are a number of workarounds and deficiencies that will need to be corrected in the future. Block 3i is on the same path to deliver the capabilities as promised, although technical issues have caused 3i to be delayed. However, the program had planned for some difficulties in Block 3i development and built margin into the schedule for this work. Currently Block 3i will deliver in time for production aircraft and to meet Air Force IOC. Block 3F has the most software risk facing the program today. The Block 3F software must take information from other sources, such as other
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non-F-35 aircraft, satellites, and ground stations, and fuse this information with F-35 information, giving the pilot a complete and accurate picture of the battlespace. This multiplatform fusion, as it is called, is the hardest thing the program has to accomplish with Block 3F, and it is being closely watched. The combination of starting Block 3F flight testing late and the technical challenges of this fusion software is the source of the program estimate that Block 3F may deliver four to six months late. This past year presented some other significant challenges, including the engine failure that occurred last summer and our continuing efforts with our Autonomic Logistics Information System, known as ALIS. On June 23, 2014, an F-35A on takeoff roll experienced a failure to the third stage rotor, which “liberated” engine parts—sending them through a fuel tank, which caught fire. Thankfully, the pilot successfully aborted the takeoff and exited the aircraft with no injuries. The entire fleet was grounded on July 3, 2014, but flight operations were restored in a limited capacity on July 14, 2014. Return to flight imposed additional restrictions on flight operations, including limiting maneuverability in certain parts of the flight envelope (specifically Mach and g-forces the pilot could demand of the aircraft), as well as inspections of the engine after every three flight hours. This additional workload and aircraft limitations slowed the pace of developmental testing and added to the maintenance burden in the operational units. Throughout the summer and into the fall, the Joint Program Office (JPO), Service System Commands and industry worked diligently to analyze the problem, prioritize test assets and open the flight envelope in a safe, methodical fashion. This enabled the enterprise to continue flight testing in portions of the envelope previously restricted, providing some relief to the maintainers in the field. One key improvement was to increase the inspection interval from three to 13 flight hours for the operational fleet. The program was able to determine root cause, and developed an interim solution: a “pre-trenched” rub material that will be implemented in the field starting later this year. Pratt and Whitney has agreed to cover the costs for the repairs to engines in the field and the cut-in of the solution to the production line, while the program office will pay for the design activity as per the development contract. The program continues its work on a long-term fix to the engine and expects to review and select from the design solutions this spring, followed by design and qualification testing, and finally, incorporation of the solution into the production line. This work is expected to be completed in 2015. Another technical risk the program continues to monitor is ALIS. For too long, the program treated this crucial element of the F-35 weapon systems as a piece of support equipment instead of the very complex, software intensive, total logistics and maintenance system it is. This is now being addressed by treating ALIS as if it were its own “weapon system.” The program has added new disciplined systems engineering processes that include periodic design reviews, a new leadership structure, improved lab infrastructure and testing to include warfighter involvement and a more structured software delivery plan and associated metrics. The program has seen solid improvements in ALIS over the past two years with better and faster incremental fixes, including updates made with the fielded versions of the software in 2014. In 2015, the program will field additional capability including a deployable
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version of ALIS in support of U.S. Marine Corps IOC and in 2016 will add capability which the Air Force requires for its IOC. To summarize, we remain confident that all these technical risks and developmental issues are on the path to successful mitigation and resolution, although the ALIS system as a whole remains slightly behind schedule. Affordability Affordability remains our number one priority. We have made it clear to the program management team and the F-35 industrial base that the program must finish development within the time and money the program has, must continue to drive the cost of producing F-35s down, and must continue to attack the long-term life cycle costs of the F-35 weapon system. It is absolutely critical that we make this weapon system affordable. To that end, the program has engaged in a multipronged approach to reduce costs across production, operations and support. First, the program has an agreement with our contractor partners Lockheed Martin, Northrup Grumman and BAE Systems on reducing aircraft production costs through an effort the program has termed the “Blueprint for Affordability,” and reducing cost on the F135 engine through Pratt & Whitney’s current “War on Cost” efforts and future planned Blueprint for Affordability activities. The goal is to reduce the flyaway cost of the F-35A to between $80 million and $85 million by 2019, which is anticipated to commensurately decrease the cost of the F-35B and F-35C variants. The effort involves the contractors investing funds upfront on cost reduction initiatives mutually agreed upon by the government and the contractor. This arrangement motivates the contractors to accrue savings as quickly as possible in order to recoup their investment, and the government benefits by realizing cost savings at the time of contract award. This arrangement also proves out the cost-reduction initiative process before the government invests future money into this effort. The combination of Blueprint for Affordability, the Cost War Room efforts of the JPO, and the reliability and maintainability program have provided a viable path to reducing both the production cost of the aircraft and the long-term operations and sustainment costs of the F-35 weapon system. Conclusion In summary, the F-35 program is showing steady progress in all areas including development, flight test, production, maintenance and stand-up of the global sustainment enterprise. We believe the program is on the right track and we will continue to deliver on the commitments the program has made to the F-35 Enterprise. As with any big, complex development program, we will face challenges and obstacles. However, we believe the program has the ability to overcome any current and future issues, and the superb capabilities of the F-35 are well within reach for all of us. Additionally, we intend to continue leading the program with integrity, discipline, transparency and accountability. We will hold ourselves and our program team accountable for the outcomes on this program. We recognize the responsibility the program has been given to provide the backbone of the United States and allied fighter capability with the F-35 for generations to come, and that your sons and daughters, grandsons and granddaughters may someday take this aircraft into harm’s way to defend our freedom and way of life. It is a responsibility we never forget.
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Naval Strategy and Posture in the Asia-Pacific ➥ Continued From pAGE 1 increased sensitivity to climate change and natural disasters, risk of pandemic disease and epidemic drug use and distribution. In addition to these challenges, the United States must continue to deter North Korean provocation, ensure access to air and sea lanes, encourage peaceful resolution of territorial and maritime disputes in the East and South China Seas, respond to natural disasters and theater health issues, check the flow of violent extremists from the Middle East to violent extremist organizations (VEOs) in the Indo-Asia-Pacific, address transnational crimes, monitor an increasingly active Russia and constructively engage a rising China. Despite all of the challenges, the theater possesses opportunities for the United States, its allies, and its partners. In order to capitalize on these opportunities, foster the region’s economic potential, and provide the security and stability necessary to protect areas of common interest, USPACOM remains engaged. The Indo-Asia-Pacific requires stable political institutions to effectively govern and prosper. Overall, but with notable exceptions, the countries of the Indo-Asia-Pacific region are more politically stable than in previous years. The general health of democratic institutions across the region is evidenced by several critical leadership transitions which occurred last year. Successful, peaceful participatory elections occurred in India and Indonesia. Sri Lanka achieved a peaceful transition of power following its January election. Fiji took a major step toward moving past its 2006 military coup by holding elections last September. Citizens in many countries were able to peacefully protest without fear of oppressive action. While these activities are reassuring, challenges remain. For example, Thailand’s military coup removed a democratically elected administration, and interim leaders have yet to restore a democratic government.
North Korea North Korea remains the most dangerous and unpredictable security challenge. The regime continues its aggressive attitude while advancing its nuclear capability and ballistic missile programs. While the international community continues to urge North Korea to live up to its international obligations www.npeo-kmi.com
and return to authentic credible negotiations under the Six-Party Talks framework, North Korea has unfortunately shown no willingness to seriously discuss its denuclearization commitments and obligations, and additional nuclear tests remain possible. It is expected that North Korea will continue to showcase ballistic missile development (to include mobile intercontinental ballistic missiles and intermediate range Musudan missiles) and conduct launches in direct violation of several United Nations Security Council Resolutions (such as the short-range ballistic missile launches in March 2015). North Korea already announced its intent to conduct “annual and regular” drills to advance this prohibited capability. Additionally, North Korea demonstrated the will to employ cyber techniques to impose costly damage to civilian companies, as was demonstrated in the high-profile attack on Sony Pictures Entertainment. North Korean cyber-actors continue to conduct cyber actions against South Korean military and civilian networks. USPACOM remains concerned about the destructive nature of this statesponsored cyber-attack targeting a commercial entity and its employees in the United States. These actions demonstrate North Korea’s disregard for international norms. North Korea’s actions are beyond the bounds of acceptable state behavior in cyberspace.
Territorial and Maritime Issues Territorial and maritime issues in the East and South China Seas, if not handled properly, may negatively impact stability in the regional and the security environment. The claimants’ use of maritime law enforcement vessels to enforce their claims has largely kept these issues out of the military sphere, despite a steady increase in military air and sea patrols. While no country appears to desire military conflict, an escalation due to a tactical miscalculation cannot be ruled out. In the East China Sea, Japan and China both claim sovereignty over the Senkaku Islands. While the United States does not take a position on ultimate sovereignty over the islands, it has long recognized Japanese administration of them. China’s behavior in the area has resulted in close encounters at sea, aggressive Chinese air intercepts of Japanese reconnaissance flights, inflammatory strategic
messaging, and the no-notice declaration of a Chinese Air Defense Identification Zone in the East China Sea. The South China Sea issues are complex. Six claimants (China, Vietnam, Malaysia, Brunei, Taiwan and the Philippines) have overlapping claims in the South China Sea. As the South China Sea claimants’ populations and economies continue to grow, access to the oil, gas, minerals and fisheries within the South China Sea becomes more important. Claimants appear to be asserting their claims through increased maritime patrols, outpost and facility construction, and land reclamation. China has the broadest claim with its self-proclaimed “nine-dash line” that covers almost the entire South China Sea. China’s lack of clarity with regard to its South China Sea claims, and China’s attempts to unilaterally enforce its ambiguous claims, has created uncertainty in the region. Any use of the ninedash line by China to claim maritime rights not based on claimed land features would not align with international law. The international community would welcome China to clarify or adjust its nine-dash line claim and bring it into accordance with the international law of the sea, as reflected in the Law of the Sea Convention. To achieve its long-term goals in the region, China is executing a strategy that includes expanding outposts in contested areas through land reclamation on South China Sea features, taking actions to prevent other nations from establishing/maintaining outposts, exploring for natural resources in disputed waters, and increasing its naval and air forces’ presence through exercises and patrols. China’s aggressive land reclamation and construction projects at eight South China Sea military outposts include new buildings, more capable berthing space for ships, and presumably an airfield on the Fiery Cross Reef (China’s largest reclamation project). Although land reclamation cannot, for example, change a submerged feature into a natural island that generates any legal entitlements to maritime zones, the completion of these projects will give China the ability for greater presence, increase dwell time for military and coast guard assets, and expand the areas covered by surveillance and area-denial systems. Examples of activities supporting China’s long-term strategy include attempts to block april 21, 2015
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resupply missions to the small Philippine garrison at Second Thomas Shoal and exclude Philippine and other fishermen from the disputed Scarborough Reef. Last year, China also moved a China National Offshore Oil Corporation drilling platform into Vietnam’s claimed Exclusive Economic Zone (EEZ) resulting in a tense standoff between Vietnamese and Chinese maritime assets substantially increasing the possibility of miscalculation between the two countries. The United States does not take a position on issues of sovereignty with respect to territorial claims in the East and South China Sea, but we do insist that all maritime claims must be derived from land features in accordance with international law as reflected in the Law of the Sea Convention. The United States also continues to emphasize the importance that maritime and territorial disagreements be resolved peacefully in accordance with international law and opposes the use of intimidation, coercion or force to assert claims. An example of such an attempt at peaceful resolution is the Philippines’ arbitration against China under the Law of the Sea Convention that is being heard by a tribunal in The Hague. Of note, China has refused to participate in this arbitration to date.
Natural Disasters The Indo-Asia-Pacific accounted for over 40 percent (1,690 incidences) of the world’s reported natural disasters during the period between 2004 and 2013, and, because of the region’s coastal population density, these disasters were particularly deadly, claiming more than 700,000 lives. The Pacific Rim’s tectonic plate structure produces its wellknown Ring of Fire, which regularly triggers earthquakes, volcanoes and tsunamis. Weather extremes and anomalies continue to plague the region. Understanding the scope and severity of long-term climate change, unexpected climate shocks and climate variability events such as El Nino are shared global challenges. In addition to seismic and climate challenges, areas of large populations, dense living conditions, and poor sanitary conditions in the region create optimal conditions for the rapid spread of human- or animal-borne diseases. To address these challenges, USPACOM focuses on pre-crisis preparedness with training and exercises. For example, many of the lessons learned and preparedness measures implemented after Typhoon Haiyan 18
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(Operation Damayan, November 2013) resulted in less damage and loss of life when Typhoon Hagupit passed over the Philippines last December. U.S. forces regularly train with allies and partners on humanitarian assistance and disaster relief operations and stand ready to respond in support of interagency partners to a natural disaster or the frequent vectors of disease that plague the region. Regional information sharing and rapid response to health crises are improving, but the danger remains high. USPACOM will continue to focus on improving precrisis preparedness and working with allies and partners in the region to ensure an effective response when an event occurs.
Violent Extremism The ongoing conflict in Syria and Iraq attracts foreign fighters from countries throughout the Indo-Asia-Pacific. Current assessments indicate approximately 1,300 foreign personnel fighting alongside the self-proclaimed Islamic State of Iraq and the Levant are from the Indo-Asia-Pacific. A small number of these combat-experienced fighters who return home could enhance the capability of regional extremist networks within the most densely populated areas of the world. In South Asia, partner nations maintain pressure on extremist networks but face a persistent threat from transnational groups that continue adapting to shifting geopolitical factors, competition among global extremist groups, and counterterrorism actions by the United States and its regional allies. Al-Qaida’s increased rhetoric focused on South Asia and the announcement of a new affiliate, “Al-Qaida in the Indian Subcontinent,” suggest Al-Qaida will focus resources on uniting established terrorist groups to engage in jihad in South Asia. Lashkar-e Tayyiba and other Pakistan-based groups continue fighting in Afghanistan, but they will likely shift some of their operational focus to the Indian Subcontinent in the next one to three years as Coalition forces drawdown. In southeast Asia, regional partners maintain persistent pressure on extremist networks; however, competing security priorities in the region, coupled with the sensationalism of developments in the Middle East, have pressurized counterterrorism attention. Extremist groups are increasingly interconnected and the region remains a potential safe haven, facilitation hub and area of operations for extremists.
Proliferation Issues Rapidly developing technology manufacturing sectors in the Indo-Asia-Pacific region have in many states outpaced the concurrent development of those states’ effective export controls. The region includes some of the busiest maritime and air ports in the world with shipments of proliferation concern likely passing through these ports almost daily. These shipments include dual-use items— commercial items controlled by the nuclear, ballistic missile and chemical/biological weapons control regimes, others covered by associated catch-all controls—manufactured in or re-exported from states with spotty export control enforcement. Iran built its robust nuclear infrastructure and advanced its ballistic missile systems with materials that passed through the USPACOM AOR; North Korea continues to procure for its nuclear and ballistic missile programs—and proliferate conventional arms for revenue generation—using a network of individuals and entities throughout the region. PACOM engages regional partners in capacity-building activities designed to improve export controls and interdiction capabilities in the region. In August 2014, PACOM hosted personnel from 31 nations as part of the Proliferation Security Initiative (PSI) Exercise Fortune Guard, which marked the beginning of a six-year series of exercises that various “expert” nations in the region will host (New Zealand, Australia, Singapore, Japan, South Korea and the United States). Exercises such as Fortune Guard provide nations a forum to demonstrate the intention to act and share the best tactics against proliferators, emphasizing a whole-of-government approach to confront this complex challenge.
Transnational Crime There is a growing trend for regional human and drug trafficking organizations to operate as global enterprises. In addition to the devastating impact widespread drug use has on a society, the revenue generated from these illicit activities fund terrorists and violent extremist organizations. Methamphetamine and amphetamine-type stimulants continue to be the primary drug threat in the USPACOM AOR. The majority of methamphetamine available in the United States comes from Mexico, primarily across the southwest border region, and an estimated 90 percent of the precursor chemicals used to produce Mexican www.npeo-kmi.com
methamphetamine comes from China. Further, the annual volume of methamphetamine seizures made along the U.S. southwest border region has exceeded cocaine seizures in the past three years. Nearly 21 million victims of human trafficking are estimated worldwide and nearly two-thirds are from Asia, with India, China, Indonesia, Bangladesh and Thailand among the countries with the highest number of victims. Women and children—especially those from the lowest socioeconomic sectors—are the most vulnerable demographics. Roughly a quarter end up in the commercial sex trade, while others are forced into difficult and dangerous positions in factories, farms, or as child soldiers. Still others are bound to families as domestic servants. Human trafficking victims often suffer physical and emotional abuse and social stigmatization while being denied their basic human rights and fundamental freedoms. While awareness is rising, much remains to be done to combat this particularly heinous crime. USPACOM forces build partnership capacity and share intelligence in order to combat these transnational threats.
Russian Intent Russia is reasserting itself politically and militarily in the Pacific. In the USPACOM AOR, Russian Navy and long-range aviation operational tempo have recently increased significantly, but not above Cold War levels. Though challenged by maintenance and logistical issues, Russian Navy cruisers, destroyers and frigates have increased their operations and reach. The Russian Pacific Fleet sent ships to support operations in the Middle East and
Europe, while Russian ships from the Baltic and Black Sea Fleets deployed into the AsiaPacific. Russian Bear bombers and reconnaissance aircraft regularly fly missions in the Sea of Japan and continue operations as far east as Alaska and the west coast of the continental United States. The anticipated fielding later this year of Russia’s newest class of nuclear ballistic missile submarine (Borei-class SSBN) and upgrades to Russia’s land-based ballistic missiles will modernize Moscow’s nuclear capability in the Asia-Pacific. Russian ballistic missile and attack submarines remain active in our region. Russia aims to demonstrate military capabilities commensurate with its Pacific interests: ensuring Russian sovereignty, sovereign rights, and jurisdiction in the AsiaPacific, strengthening its sphere of influence, and projecting a credible deterrent force.
Chinese Military Modernization and Strategic Intent Recent statements by senior PRC leaders, such as PRC President Xi Jinping, suggest that the PRC may be attempting to advance a vision for an alternative security architecture in Asia that affords Beijing increased influence in the region and diminishes the role of the United States. This Chinese view was highlighted in Shanghai last summer at the Conference on Interaction and Confidence Building Measures in Asia. At the conference, President Xi Jinping called on all of Asia to support the development of a new security order centered on China. The proposed new order also requires a curtailment of alliancestrengthening diplomacy, of which the “U.S. Rebalance to Asia” is noted as the greatest
Japan Maritime Self-Defense Force guided-missile destroyer JS Atago (DDG 177) conducts a replenishment-at-sea with the Military Sealift Command fleet replenishment oiler USNS Pecos (T-AO 197) during Multi-Sail 2015.
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offender. China is proposing an alternative strategy to regional security issues where the United States plays, at best, a deferential role. China is engaged in a comprehensive military modernization program to transform its forces into a high-tech military capable of conducting complex operations. Many of China’s initiatives are intended to develop capabilities to deter or counter third-party intervention in regional contingencies. These anti-access/area-denial (A2AD) capabilities are focused on controlling access and freedom of operations in vast portions of the air and maritime domains, as well as space and cyberspace. These include a series of sophisticated and increasingly long-range anti- ship cruise missiles, ballistic missiles, air-to-air and air-to-ground missiles, and kinetic and non- kinetic counter-space systems. China is also making significant advances in electronic warfare capabilities, which are contributing to the A2AD challenge. China continues an aggressive shipbuilding program to produce and field advanced frigates, destroyers, and the first in-class cruiser-sized warship. Chinese shipyards are also producing newer, more capable submarines as they inactivate older submarines, resulting in a fleet that is not growing substantially in number but is significantly more capable. Advances in China’s strategic capabilities remain significant. China now has three operational JIN-class ballistic missile submarines (Type 094), and up to five more may enter service by the end of the decade. The JIN-class submarine carries the JL-2 submarine launched ballistic missile with a range capable of reaching the U.S. and will give China its first credible sea-based nuclear deterrent. Nuclear deterrence patrols will likely commence this year. Lastly, we expect China to soon begin constructing an indigenous aircraft carrier. China is using computer network exploitation capabilities to support intelligence collection to advance its defense and hightech industries. Through a sophisticated cyber program, China is generating insights on U.S. security policies, defense networks, logistics and military capabilities. As the Chinese military modernizes its capabilities and expands its presence in Asia, U.S. forces are drawn into closer and more frequent contact and the risk of an accident or miscalculation increases. This places a premium on efforts to increase mutual understanding and trust in order to reduce risk. The Chinese Navy is more frequently operating in the Indian Ocean, expanding the area and april 21, 2015
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duration of operations and exercises in the Western and Central Pacific Ocean, and periodically venturing into other non-traditional areas, as exemplified by recent port visits to Europe. The complexity of the regional and global security environment, as well as China’s military advancements, necessitates a continuous dialogue between the U.S. and Chinese militaries to expand practical cooperation where national interests converge and discuss areas where goals diverge, especially during periods of friction.
Allies and Partners The United States’ five treaty allies in the Indo-Asia-Pacific are: Australia, Japan, Republic of Korea, Philippines and Thailand. In addition to U.S. treaty alliances, the United States continues to strengthen existing partnerships and build new relationships to advance common interests and address shared concerns. U.S. allies and key partners in the theater play a fundamental role in addressing the security challenges. Strengthening and modernizing alliances and partnerships is a top USPACOM priority.
Australia Australia continues to be a close, steadfast and effective ally in the Indo-Asia-Pacific. The alliance anchors peace and stability in the region, and Australia has taken a leading role in addressing regional security and capacity-building issues, including lead roles in Humanitarian Assistance and Disaster Relief events. Australia is also a key contributor to global security, including counter-ISIL efforts in Iraq and the Resolute Support mission in Afghanistan. With the ongoing implementation of the Force Posture Initiatives, which provide expanded opportunities for bilateral and multilateral engagement, the Marine Rotational Force-Darwin successfully completed its third rotation while increasing its presence from 250 to 1,177 U.S. Marines. The U.S. Air Force is increasing its rotation of aircraft to Australia. In addition to the Force Posture Initiatives, the United States and Australia are identifying additional opportunities to increase collaboration in counterterrorism, space, cyber and integrated air missile defense and regional capacity building. Australia is procuring a number of high-tech platforms that will increase interoperability such as the F-35 Lightning II, P-8 Poseidon, C-17 Globemaster III, and EA-18G Growler 20
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aircraft as well as Global Hawk UAVs and MH-60R helicopters. To ensure greater synchronization and integration, the Australian government provides a general officer and a senior executive to USPACOM, as well as another general officer to U.S. Army Pacific, as tangible examples of a mutual commitment to the alliance.
Japan The U.S.-Japan alliance remains strong and productive through both countries’ shared commitment to a full range of military capabilities with expanding responsibility for training, exercises, interoperability, and bilateral planning. Japan’s 2013 National Security Strategy and the July 1, 2014 cabinet decision on collective self-defense are positive developments and indicators of Japan’s ability and willingness to assume a greater role in the regional security architecture. The Abe administration will submit implementing legislation to the National Diet during its spring session, and debate is expected to conclude in summer 2015. The U.S.-Japan Guidelines for Defense Cooperation are being revised, and that process will conclude with public presentation of the Guidelines in the near future. We are hopeful that Japan’s upcoming legislative changes support new and expanded forms of cooperation. U.S. Forces Japan continues to build its close relationship with the Japanese Joint Staff to enhance interoperability and information sharing through realistic training, exercises, and bilateral planning. USPACOM will continue to maintain a robust military presence in Japan to meet future security challenges and encourage greater trilateral military engagements with the Republic of Korea (ROK) and Australia. Efforts continue toward improving U.S.Japan-ROK trilateral coordination in response to North Korean provocative behavior. The December 2014 signature of the U.S.-JapanROK Trilateral Information Sharing Arrangement is a positive first step toward greater information sharing on North Korean missile and nuclear threats. As Japan increases its defense spending, it is procuring a number of high-tech platforms that will increase interoperability such as the F-35 Lightning II aircraft, MV-22 Ospreys, and the Global Hawk UAV, as well as upgrading existing AEGIS destroyers with the latest BMD capability and constructing two additional AEGIS destroyers (for a total
of eight BMD capable platforms). Each North Korean ballistic missile provocation validates the investment of the AN/TPY-2 radars in Japan to provide ISR against missile threats. Last year's addition of the second radar in Japan and forward deploying two additional BMD capable ships will enhance our ability to defend our ally and the region, as well as provide early warning of missile threats to the U.S. homeland. Lastly, Japan continues to make significant infrastructure investments in country that complement the realignment of U.S. Marines from Okinawa to Guam including expanding the airfield and associated facilities at Marine Corps Air Station Iwakuni and construction of the Futenma Replacement Facility. It is important that these initiatives remain on track.
Philippines The U.S.-Philippine alliance remains a positive source of strength and regional stability. Building upon the 1951 Mutual Defense Treaty, the Enhanced Defense Cooperation Agreement (EDCA) between the United States and the government of the Philippines was signed last April. Through enhanced U.S. rotational presence, the EDCA provides expanded opportunities to conduct theater security cooperation activities and supports the Armed Forces of the Philippines (AFP) as it shifts focus from internal security to external defense. Full EDCA implementation awaits the outcome of a case before the Philippine Supreme Court, where deliberations could last into this summer. After more than a decade, the Joint Special Operations Task Force created to counter violent extremist organizations in the Philippines will stand down and the AFP will sustain that mission. Training and advising objectives that were set to address organizations such as the Abu Sayyaf Group and Jemaah Islamiyah have been met. Although the task force is standing down, a small USPACOM footprint will remain embedded in the Philippines to continue working with the AFP leadership and planning staffs. The AFP has demonstrated an increased capacity and capability to handle domestic threats inside their country, but USPACOM will remain committed to supporting and advising the AFP at the operational level. Competing claims in the South China Sea continue to be a source of friction and instability. China continues large-scale land reclamation around disputed features. www.npeo-kmi.com
Furthermore, periodic resupply and troop rotations to the small Philippine outpost at Second Thomas Shoal (also known as Ayungin Shoal) are well-known points of contention with the Chinese government.
Republic of Korea The U.S.-Republic of Korea (ROK) alliance remains strong and vital, and enduring for over six decades. Our militaries integrate complementary capabilities and enhance the relationship with honest and frank dialogue. During the most recent annual discussions, the United States and ROK made arrangements to delay wartime operational control transfer and adopt a conditions-based approach, rather than a calendar-based deadline. The United States and ROK intend to modernize the alliance to better inform the development or acquisition of Alliance capabilities required to address future threats from North Korea. USPACOM will continue to work with the ROK to address the North Korean threat. North Korea continues to be a challenge due to provocations and uncertainty, which are viewed as a threat to peace and stability in the region. The ability to rapidly respond to aggression with combined U.S.-ROK-Japan capabilities is the best way to ensure deterrence and maintain regional stability. Trilateral cooperation will improve each participant’s understanding of the mutual challenges and shared opportunities that exist in and around the Korean Peninsula.
Thailand As Thailand is the oldest U.S. treaty partner (182 years), the United States values its friendship with the people of Thailand. The Thai military’s decision to suspend its constitution and assume control of the civilian government has impacted that relationship. Military engagements and exercises have been appropriately adjusted in a whole of government response to the coup, pending a return to a democratically-elected government. USPACOM will continue to demonstrate commitment while reinforcing democratic values and ideals. The annual Cobra Gold exercise co-sponsored with the Royal Thai Armed Forces is an important multilateral warfighting training event. This year’s exercise was significantly limited in scope and scale in response to the Thai coup, and heavily focused on humanitarian assistance activities. www.npeo-kmi.com
India Last year, India held the largest election in its history. With new leadership in place, India is energizing the U.S.-India strategic partnership. Prime Minister Modi has focused India’s foreign policy on building strong regional cohesion in South Asia. India’s twodecade-long “Look East Policy” has resulted in growing partnerships with Southeast Asian countries. The U.S. military remains heavily engaged with New Delhi’s military, having conducted 69 major exercises in the past five years. The Indian Navy continues its strong participation in multilateral exercises including Indra with Russia, Malabar with the United States and Japan, and RIMPAC with 23 navies from across the Indo-Asia-Pacific. India’s participation in these exercises signals their commitment as a regional security provider. Additionally, over the past three years the United States has been India’s largest defense trading partner. Through military modernization, robust defense trade (C-17s, C-130Js, and P-8Is, among other items), and a growing network of defense partnerships, India is asserting its role as an important regional actor determined to protect common interests and ensure free access to economically vital sea lanes, although with respect to military activities, India still asserts a security interest in its EEZ that does not conform to the law of the sea.
Indonesia Indonesia is a capable security partner in southeast Asia, and is increasingly focused on its role as a regional power, which USPACOM continues to support as a main pillar of milmil engagement. Presidential elections last July demonstrated a commitment to democratic principles, and the August opening of Indonesia’s new Peace and Security Center to train regional partners on peacekeeping operations reinforces its position as a leader in security assistance. A growing area of cooperation with Indonesia is defense trade, which includes the sale of AH-64E Apache helicopters and initial delivery of F-16 Fighting Falcon aircraft. Indonesia remains concerned about maintaining security and stability in the South China Sea. While their chief of defense has articulated a zero-war policy in the South China Sea, there are signs they are increasingly concerned over China’s so-called nine dash line overlapping with part of their claimed EEZ. While Indonesia continues a foreign
policy rooted in the Non Aligned Movement, USPACOM has seen significant gains in security cooperation activities. Indonesia will continue to balance its partnership with the United States with other nations such as Russia and China, but security cooperation with the United States remains a top priority.
New Zealand New Zealand is a respected voice in international politics and a recognized leader in Oceania that shares common security concerns with the United States, such as terrorism, transnational crime and maritime security. Military-to-military relations and defense engagements with New Zealand continue to improve, and the United States and New Zealand executed the second series of annual bilateral defense dialogues last year. New Zealand’s establishment of a consulate general in Honolulu has also provided additional opportunities for USPACOM and New Zealand to engage on issues of mutual interest. This new consulate general addition to Hawaii is timely as the United States celebrates the 100th anniversary of ANZAC with New Zealand and the Australians this year.
Oceania Maintaining our close partnerships in Oceania is important to national security. The Compacts of Free Association with the Federated States of Micronesia, the Republic of the Marshall Islands, and the Republic of Palau are important agreements that guide the relationships. The U.S. defense obligations to these nations are reflected in our defense planning and preparation. In return, these compact agreements provide assured access to the three compact nations and their associated 5.5 million square kilometers of Pacific in a contingency situation. They also give the U.S. authority to grant or deny access to another nation’s military forces, which allows the maintenance of a clear strategic line of communication across the Pacific. The United States’ continued commitment to defend the compact nations and to partner with other Pacific island countries sends a strong message throughout the region and reinforces its commitment to the Pacific Rebalance. Fiji currently has its first democratically elected government since its military coup in 2006. In 2015, Fiji will re-enter into regional forums (e.g., Pacific Island Forum) and have new opportunities for engagement with the april 21, 2015
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United States. Several other countries (Papua New Guinea, the Solomon Islands and Vanuatu) may face government reorganizations over the next year. These events may set back specific projects but will not likely impact stability or affect overall U.S. engagement. Climate change will continue to be an important issue across the Oceania region. This year’s forecasted El Nino event will likely result in drought and increased tropical cyclone activity. The Republic of Marshall Islands will almost certainly face water shortage resulting in requests for aid or disaster declarations under a subsidiary agreement to the Amended Compact of Free Association. Fiji, Kiribati, the Federated States of Micronesia, Papua New Guinea, Samoa and Tonga will likely face similar situations. The December 2014 United Nations Climate Change Conference addressed the impact of rising sea levels—a keen interest to Pacific Island Nations.
Singapore Singapore continues its important role in regional security initiatives. Singapore’s role as a ‘Major Security Cooperation Partner’ is underscored by longstanding support of U.S. naval forces. For example, USS Freedom completed a 10-month deployment in 2013, and USS Fort Worth is currently on a 16-month deployment. These forward forces contribute to naval readiness and partner capacity building and enable rapid response to many crises, including Operation Damayan in the Philippines and Air Asia recovery efforts. Additionally, Singapore’s Changi Naval Base remains
a key enabler to providing critical support to the USS Fort Worth and other forwardoperating forces.
China In light of an increasingly complex regional and global security environment, including advances in China’s military capabilities and its expanding military operations and missions, the overall U.S. approach to China calls for a continuous dialogue between the armed forces of both countries to expand practical cooperation where national interests converge and to constructively manage differences through sustained and substantive dialogue. As a key element, the United States’ military engagement with China, within the guidelines of the 2000 NDAA, benefits the region, improves transparency, and reduces risk of unintended incidents, contributing to overall regional stability. The U.S. military has increased the depth of engagement with China in recent years and executed over 50 bilateral and numerous multilateral engagements last year. While these engagements are critical to improving transparency and reducing risk, the U.S. military must continue to take a pragmatic approach as the United States attempts to help integrate China into the existing security architecture. China’s military investments, including A2AD capabilities, focused on the ability to control access and deny freedom of operations in vast portions of the air, maritime, space and cyberspace domains raise concerns. The United States will need more transparency and
A combined fleet of U.S. Navy and Republic of Korea (ROK) navy ships participate in a photo exercise during exercise Foal Eagle 2015.
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understanding of Chinese intentions in order to minimize friction and avoid miscalculation or conflict in the future. Absent greater transparency from China, its ambiguous dashed-line claim, military modernization efforts and aggressive land reclamation in the South China Sea have significant implications for regional stability and the current security architecture. Over the past year, the United States and China have agreed to mechanisms such as the Confidence Building Measures (CBMs) on Notification of Major Military Activities and Rules of Behavior (RoB) for Safety of Air and Maritime Encounters, designed to underscore and reinforce existing international law and standards while improving transparency, building trust and reducing risk of unintended incidents. The surface-tosurface encounters annex of the RoB CBM was signed last year and the air-to-air annex is scheduled to be completed by the end of this year. These new rules of behavior are non-binding and capture existing legal rules and standards. Additionally, the U.S. and China continue to use the Military Maritime Consultative Agreement meetings to discuss safety in the maritime domain and avoid crises. As China continues to grow its military capacity and capability and operate further from its territory, these mechanisms become more important. Both militaries have had success addressing areas of common interest, such as counter piracy, military medicine, and HA/DR. Some of the most successful engagements were focused on military medical cooperation and shared health concerns. For example, the USPACOM surgeon hosted Chinese counterparts in Hawaii and Washington, D.C., which resulted in concrete opportunities for continued military medical cooperation focused on disaster response, pandemic and emerging infectious diseases, and soldier care. In January 2015, the PLA hosted the USPACOM Surgeon and component surgeons for a highly successful reciprocal visit. Demonstrating China’s increasing ability to operate beyond the Western Pacific and a successful engagement on an area of common concern, last December, U.S. and Chinese ships conducted counter piracy exercises in the Gulf of Aden and off the Horn of Africa. China’s participation in international efforts to address these problems and to operate and exercise with the United States and its allies and partners in a manner consistent with international law and standards is welcomed. www.npeo-kmi.com
Building and Strengthening Relationships The future security and prosperity of the Indo-Asia-Pacific depends upon building bilateral and multilateral relationships. Strong relationships, facilitated by a U.S. forward presence, advance common interests and address shared threats. USPACOM strengthens relationships with U.S. allies and partners through security cooperation and capacity building, bilateral and multilateral approaches, and senior leader engagement.
Security Cooperation and Capacity Building USPACOM enhances interoperability and information sharing with allies and partners in order to cooperatively address regional challenges. USPACOM’s Security Cooperation approach is focused on building partner readiness, assisting with partner capability gaps, identifying partner shortfalls, and addressing the most critical capacity shortfalls. Last year, USPACOM identified C4ISR as a top priority for Security Cooperation with the Republic of Korea (ROK) and contributed to the United States supporting the ROK purchase of Global Hawk—a high-altitude UAV platform that will help close the gap in some of the security challenges on the Korean Peninsula. Supporting USPACOM’s approach to addressing partner capability and capacity shortfalls will reduce risk, effectively use Security Cooperation and Assistance resources, and maintain the momentum to bring the right capabilities into the AOR. As mentioned earlier, the progress the Republic of the Philippines continues to make in addressing violent extremists groups inside their country is a testament to building capacity in USPACOM’s foreign internal defense efforts. USPACOM is also building capacity to counter drug trafficking in the AOR through Joint Interagency Task Force – West (JIATF-W) engagements with China. Through a partnership with the Internal Revenue Service, JIATF-W has leveraged Department of Defense counternarcotic authorities to open up an additional avenue of cooperation with Chinese officials by providing anti-money laundering training linked to counterdrug efforts. These efforts are only just beginning, but show promise in improving communication, cooperation, and information sharing on significant criminal www.npeo-kmi.com
enterprises operating in both the United States and China. Lastly, increasing international representation at the USPACOM headquarters has improved collaboration with allies and partners and created a more agile and effective command and control architecture. The new USPACOM model integrates 16 foreign exchange officers and liaison officers from six countries and facilitates a seamless transition from routine business to crisis. Included in these numbers are three foreign exchange flag officers and senior executives in key billets on the USPACOM staff.
Bilateral and Multilateral Approaches With the exception of North Korea, USPACOM continues to build and strengthen bilateral relationships with all of the nations in the Indo-Asia-Pacific. USPACOM maintains a close link with the five U.S. treaty allies and other partners in the region through a series of formal bilateral mechanisms. In Australia, key engagements stem from the ANZUS treaty obligations, guided by USPACOM’s premier bilateral event with Australia, the Military Representatives Meeting. Similarly, USPACOM’s military to military relationship with Japan is guided annually by the Japan Senior Leader Seminar, which USPACOM utilizes to ensure the bond with Japan remains strong. USPACOM continues to rely on the alliance with the Republic of Korea to maintain peace and stability in northeast Asia, and the annual Military Committee and Security Consultative Meetings are the preeminent bilateral mechanism to guide this alliance forward. Each year, USPACOM co-hosts the Mutual Defense Board and Security Engagement Board with the Armed Forces of the Philippines to discuss ways this critical alliance can modernize to meet 21st-century challenges. Lastly, USPACOM depends on annual Senior Staff Talks with Thailand to address shared regional security concerns while reinforcing U.S. commitment to democratic principles. Similar bilateral mechanisms exist with partners throughout the USPACOM AOR, including Bilateral Defense Discussions with Indonesia, Vietnam and others, as USPACOM continues to foster bilateral ties to enhance regional stability. Bilateral mechanisms with allies and partners form the strategic foundation of the security architecture that ensures peace and stability while defending U.S. interests in the Indo-Asia-Pacific.
While bilateral mechanisms remain important, USPACOM continues to emphasize multilateral approaches. USPACOM works with regional forums such as the Association of Southeast Asian Nations (ASEAN) to encourage multilateral relationships that build trust, prevent misperceptions that can lead to conflict and reinforce international standards of conduct. For example, USPACOM arranges an annual Chiefs of Defense (CHOD) Conference as its premier multilateral engagement tool for candid discussions with 20-plus chiefs of defense in the region. Each year the CHOD Conference alternates between USPACOM and a co-host country; Brunei hosted last year’s successful conference. The 2015 CHOD Conference will be held in Hawaii and is designed to promote multilateral cooperation and provide a forum for the theater’s military leaders to share regional and global perspectives on common challenges. USPACOM also participated in other multilateral events in the region, such as the Fullerton Forum and Shangri-La Dialogue, to encourage multilateral solutions to shared challenges, as well as provide a venue for continued dialogue and strengthening security partnerships in the region. One of the most important multilateral forums in the theater is ASEAN. The 10-member states in ASEAN, under the chairmanship of Burma last year and Malaysia this year, seek to improve multilateral security activities and advance stability in the Indo-Asia-Pacific. Approximately $5.3 trillion of global trade ($1.2 trillion is U.S.) passes through ASEAN waterways each year. The 10-member states of ASEAN form the fourth largest U.S. export market and fifth major trade partner. ASEAN continues to address common threats in the region including maritime security, terrorism, transnational crimes, cybersecurity, and humanitarian assistance and disaster response. ASEAN demonstrated during past disasters, such as Typhoon Haiyan and the Malaysian Flight 370 search operations, that practical cooperation among member states can enable civilian and military agencies to be more effective and efficient. Last April, Defense Secretary Hagel hosted the 10 ASEAN Defense Ministers, the United Nations Office for the Coordination of Humanitarian Assistance (UNOCHA), and other nongovernment organizations in Hawaii to discuss disaster response and maritime security. UNOCHA hosted an Integrated Civil-Military Regional Response Planning Workshop for Large-Scale International april 21, 2015
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Disaster Relief last October and the USPACOM staff will continue the maritime security dialogue by hosting a maritime domain awareness discussion this May. USPACOM will continue supporting ASEAN as it builds regional tools and forums such as the ASEAN Economic Community by the end of 2015. Additionally, there is hope that the ASEAN members and China can conclude a binding and enforceable Code of Conduct mechanism for the South China Sea. The Daniel K. Inouye Asia-Pacific Center for Security Studies (APCSS) also contributes to multilateral engagements and rules-based security governance. Through its executive education courses, workshops and sustained alumni engagement activities, the center contributes to the USPACOM Theater Campaign Plan by building U.S. and partner nation capacities. Success stories include the APCSS-facilitated development of Papua New Guinea’s first-ever national security policy, a framework for an Indonesian defense white paper, and Bangladesh’s first comprehensive maritime security strategy proposal. Additionally, APCSS helped with the successful completion of Nepal’s disarmament, demobilization and reintegration program for dealing with Maoist ex-combatants, and the signing of an inter-party agreement to overcome political crisis—both led by a core group of APCSS alumni.
Senior Leader Engagement USPACOM and its components leverage senior leader visits to increase dialogue on issues of shared concern, build and strengthen relationships, and convey U.S. commitment to the region. Each year, hundreds of senior military and government leaders address security challenges through counterpart visits which greatly enhance understanding, interoperability, and trust. Examples of senior leadership engagements in the Indo-Asia-Pacific over the past year include: • The president attended the G-20 Summit in Australia, the Republic Day ceremony in India, the Asia Pacific Economic Cooperation Forum in China, and the East Asia Summit in Burma. • The president also increased engagements in the theater to strengthen alliances in the Republic of Korea, Japan, and the Philippines, and to deepen ties with Malaysia. 24
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An armed Chinese fighter jet flies near a U.S. Navy P-8 Poseidon patrol aircraft over the South China Sea about 135 miles east of Hainan Island in international airspace.
• The secretary of state visited the Republic of Korea, China, and Indonesia. He also traveled to India for the fifth Strategic Dialogue Conference; to Burma for a series of ASEAN discussions; Australia for annual Ministerial Consultations; and the Solomon Islands. • The secretary of state and secretary of defense held a 2+2 meeting with their ROK counterparts in Washington. • The secretary of defense traveled to Japan for bilateral security discussions; Mongolia and Singapore for key leadership meetings; India for defense consultations; Australia for AUSMINs and to sign the Force Posture Agreement; and China for Confidence Building Measure discussions. • The chairman of the Joint Chiefs toured the Changi facilities in Singapore; participated in security and military discussions in Vietnam (first CJCS to visit since 1971); Australia for the Defense Chiefs Strategic Dialogue conference and bilateral events; and both Japan and the Republic of Korea for key counterpart visits. These senior leader engagements are critical to identifying opportunities and addressing security challenges in the region. Additionally, congressional delegations to the theater are of significant benefit.
Effective and Assured Presence Effective and assured presence of USPACOM forces is required to meet the challenges and opportunities within USPACOM’s
AOR. As strategic warning timelines decrease, early identification of potential crises is key to rapidly assessing and shaping events. It also places a premium on robust, modern, agile, forward-deployed forces, maintained at high levels of readiness. Assured presence is supported by posturing forward-deployed forces, fielding new capabilities and concepts, addressing critical gaps, and maintaining readiness in order to defend the homeland, strengthen and modernize our alliances and partnerships, maintain access in the air and maritime domains, counter aggression, and prevent the proliferation of weapons of mass destruction and violent extremism.
Posture Sustaining effective and forward presence begins with having the necessary military infrastructure and access to support forwardstationed and rotational forces. USPACOM’s posture effectively communicates U.S. intent and resolve to safeguard U.S. national interests, strengthen alliances and partnerships, maintain an assured presence in the region, prevent conflict and, if necessary, respond rapidly and effectively across the full range of military operations. USPACOM faces three key challenges related to force posture. The first is operating in an AOR that covers 52 percent of the earth’s surface. The vast distances complicate ISR, movement/maneuver and sustainment, and require a geographically distributed force laydown to rapidly respond to crisis. The second challenge is the growth of military capabilities in the region. The Indo-Asia-Pacific is the most militarized region in the world. Maintaining www.npeo-kmi.com
the ability to defend strategic national security interests in an increasingly complex and lethal environment requires a force posture that is operationally resilient. Finally, expanding access to regions in south and southeast Asia requires access and forward staging arrangements that are politically sustainable. In support of USPACOM’s objectives, the military services and our allies and partners are making investments to improve U.S. force posture. Examples of these investments are: • Construction in Iwakuni, Japan to allow a carrier air wing to relocate from Atsugi • Expanding base facilities and capabilities in Okinawa for Futenma replacement • Operationalizing Enhanced Defense Cooperation Agreement with the Philippines • Expanding future capabilities through construction at Camp Humphreys, ROK • Reinforcing Guam’s munitions and fuels piers at Apra Harbor • Implementing Force Posture Initiatives through troop rotations and, ultimately, facility upgrades and construction in Darwin, Australia • Building hardened C2 and aircraft shelters at Andersen AFB, Guam • Installing and fortifying fuel nodes, manifolds, and lines in Guam and Japan • Implementing rotational forces through USFK • Developing divert options and training ranges in the Northern Marianas Islands • Dredging port facilities to requisite depths to allow pier operations in Naha, Japan These posture investments are part of USPACOM’s holistic infrastructure investment strategy and are key to continued mission success. Much of the supporting infrastructure in the Pacific and on the West Coast of the U.S. mainland was established during World War II and during the early years of the Cold War. The infrastructure now requires investment to extend its service life. The military services continue to invest in sustainment, restoration, and modernization (SRM) to provide quality facilities to support service members and their families; however, during times of austere budgets, the military services struggle to maintain infrastructure SRM funding levels. These forced decisions undermine the significant investment in facilities made by DoD and host nation funded construction programs over past decades. www.npeo-kmi.com
A Chinese People’s Liberation Army (Navy) vessel is seen from an MH-60 helicopter assigned to USS Blue Ridge (LCC 19) while conducting flight operations in support of maritime security operations in the South China Sea.
Reduced SRM funding will negatively impact the ability to bring new forces and capabilities into the theater and maintain critical infrastructure. The United States and the theater benefit from the significant levels of investment made by allies and partners. For example, the Republic of Korea is significantly contributing to the cost of keeping U.S. forces on the Korean Peninsula. The government of Japan has committed up to $3.1 billion to help realign U.S. Marines from Okinawa to Guam and other locations and $4.5 billion to expand the airfield and associated facilities at Marine Corps Air Station Iwakuni. The Commonwealth of the Northern Mariana Islands (CNMI) Joint Military Training initiative (CJMT) is an important posture undertaking. CNMI remains strategically important as a forward and sovereign U.S. location with lease rights until 2033 and extendable to 2083. When the United States-Japan Defense Policy Review Initiative moves approximately 4,700 U.S. Marines from Japan to Guam, the CJMT will enable this U.S. Marine force to train and maintain operational readiness. Specifically on the island of Tinian, the CJMT initiative will provide live-fire ranges and training areas. The CJMT will optimize future training ranges for joint and combined exercises with allies and foreign forces. As a part of aviation resiliency initiatives, divert and alternate air fields are also being explored on the islands of Saipan and Tinian along with other locations in the broader Western Pacific.
Forward-Deployed Forces The tyranny of distance, which defines the USPACOM AOR, requires forward-deployed
forces to engage with allies and partners, respond rapidly to crisis or contingencies, defend the homeland, and reinforce U.S. commitment to the region. To increase USPACOM’s forward-deployed forces and capabilities, the military services are: • Rotationally deploying Navy littoral combat ships into Singapore • Forward deploying two additional ballistic missile defense-capable surface ships to Japan • Increased deployments and rotations of E-8 JSTARS, E-3 AWACS, and E-2D Advanced Hawkeye in theater • Replacing the USS George Washington with the more capable USS Ronald Reagan aircraft carrier in Japan • Installing an advanced radar in Australia • Continuing to deploy and operate F-22s in theater • Completing a second ballistic missile defense radar in Japan • Stationing additional submarines in Guam • Improving rotational force presence in the Philippines, Singapore and Australia
New Systems and Operating Concepts Crafting new concepts and fielding new systems is fundamental to employing a credible force. For example, the military services are: • Replacing P-3 maritime patrol aircraft with newer and more capable P-8s • Deploying tilt rotor aircraft for Marines and special forces and new unmanned capabilities throughout the AOR april 21, 2015
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• Forward stationing high-speed vessels and mobile landing platforms in the USPACOM AOR • Introducing Naval Integrated Fire Control – Counter Air Aegis Destroyers • Expanding the U.S. Army Pacific Pathways deployment concept • Preparing for F-35 Joint Strike Fighters deployment with maintenance hubs in Japan and Australia
Addressing Critical Capability Gaps The most technical, high-end military challenges are in the USPACOM AOR, and are growing. While many improvements to posture, forward-deployed forces, capabilities and concepts have been made to address these challenges, there are a number of mission sets and enablers that require continuous focus and attention. These include areas such as undersea warfare, intelligence/ surveillance/reconnaissance, space, battle management, command and control, cyber, munitions, ballistic missile defense and integrated air and missile defense systems, and capacity shortfalls in theater enablers such as petroleum redistribution and lift. Undersea warfare is a mission set that requires constant attention to maintain a decisive advantage. Of the world’s 300 foreign submarines, roughly 200 are in the IndoAsia-Pacific region; of which, 150 belong to China, North Korea and Russia. Countries operating these systems view the platforms as a mechanism to affect the balance of power in their favor. Even small navies that possess submarines hold a distinct advantage over a navy without the capability. There is a significant leap under way in the Indo-Asia-Pacific in undersea capability as newer submarines replace older variants. In the past few years, Singapore, India, Vietnam and Malaysia have all received modern diesel submarines and China is on a modernization path to improve the lethality and survivability of its attack submarines with the introduction of quiet, high-end, dieselpowered and nuclear-powered submarines. Russia is also modernizing its existing fleet of Oscar-class multipurpose attack nuclear submarines (SSGNs) and producing their next-generation Yasen-class SSGNs. In addition to attack submarines, there are important developments under way that will increase Chinese and Russian strategic deterrent patrol capability and capacity. China has three operational JIN-class 26
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ballistic missile submarines and up to five more may enter service by the end of the decade. Additionally, Russia is planning to field its newest Borei-class nuclear ballistic missile submarines in the Pacific later this year. Submarine detection and tracking is a complex problem set and will continue to be one of the most important functions of naval forces. A continued and sustained investment in the U.S. nuclear submarine force, advanced undersea warfare technologies, capabilities and capacity, and readiness is necessary to outpace the growing challenges. Persistent and deep-look ISR capabilities and supporting architecture are required to prevent strategic surprise, assess the security environment, and support actions that impose cost or defeat potential adversaries. Although ISR capacity and capabilities have increased, significant capacity issues remain. Efforts to mitigate ISR capacity issues, as well as develop new capabilities, are ongoing. Additionally, an ISR processing, exploitation and dissemination enterprise that is interoperable and shared with allies and partners is important. Without a concerted effort to continue advancing U.S. capabilities, the United States risks missing key indications and warnings in an environment where situational awareness affects decision space. Satellite communications (SATCOM) is an essential enabler to exercise command and control (C2) and enabling ISR. Satellite space continues to grow increasingly congested and contested, and adversaries continue developing means to curtail access to space-enabled capabilities. A resilient space-based command, control and ISR architecture remains a USPACOM priority. There is a growing need to sustain and modernize airborne early warning systems to execute multimission, multidomain integrated command and control. The cruise missile, air, and UAV threats in the USPACOM AOR require robust, long range battle management, command and control (BMC2) and wide-area surveillance (WAS) platforms capable of operating in a contested environment. Developing and modernizing the capabilities within the BMC2 and WAS platforms to track and operate in a communications contested or degraded environment is necessary to meet the challenges of future operational environments in the Pacific; these platforms must be interoperable with military services, partners and allies.
Related, the Joint Information Environment (JIE) increments I and II have the potential for consolidation of each military services’ command, control, communication and computers programs. JIE II will further strengthen collective cybersecurity and defense posture in the region, improve staff efficiency and support, and strengthen interagency and international relationships. JIE II will require an information infrastructure adaptable enough to accommodate multiple security classification levels with the interoperability and sharing capability to maximize mission effectiveness. JIE II is a necessary next step to mitigate the risk posed by persistent cyber threats. These threats continue to grow. Increased cyber capacity and use, especially by China, North Korea and Russia, underscore the growing requirement to evolve our command, control, and operational structure authorities. In order to fully leverage the cyber domain, combatant commanders require an enduring theater cyber operational command resourced to provide regional cyber planning, integration, synchronization, and direction of cyberspace forces. The theater cyber operational command will provide direction of operations against increasingly capable threats in coordination with USCYBERCOM, the interagency, and allies and partners. USPACOM sees a future where Joint Force Cyber Component Command (JFCCC) are aligned regionally under combatant commands. JFCCCs will provide staffing and expertise required to oversee persistent operations and defense of theater information networks, synchronization of cyber risk assessments and intelligence, and development of flexible cyber-effects. Munitions are a critical component of combat effectiveness and readiness. A number of munitions improvements in lethality, production and precision are required. There is a growing need for ship-to-ship and air-toship munitions to allow U.S. forces to defeat an aggressor from greater range. Specifically, there are troubling gaps in anti-surface warfare capability and readiness that compel the accelerated fielding of a long range anti-ship missile. A long-range stand-off weapon, such as the Defense Advanced Research Programs Agency/Office of Naval Research developed long range anti-ship missile, will meet the urgent need for an offensive anti-surface warfare capability against combatants in a contested environment. There is also a need for advancements in the air-to-air realm and www.npeo-kmi.com
for hard target munitions capabilities to engage hardened targets that are growing in numbers and complexity. Area effects munitions are required to prevent open space aggression. Lastly, along with lethal munitions, non-lethal capabilities can prove equally valuable in supporting USPACOM’s strategy and deterrence. With North Korea continuing to advance its ballistic missile capabilities, USPACOM will continue its efforts in maintaining a credible, sustainable ballistic missile defense. The recent deployment of long range second TPY-2 radar to Japan (December 2014) along with THAAD on Guam achieving full fully operational capability further enhanced U.S. homeland defense capabilities which are required to protect key regional nodes from aggressive action. In addition, over the last year the United States, Japan, the Republic of Korea, and Australia have had better coordination and information sharing. USPACOM looks forward to continuing our work with our regional IAMD partners and expanding our ballistic missile defense cooperation and information sharing. Equally important to having the right equipment and capabilities is the capacity of critical logistics. The time and distance required to move assets across the Pacific make it an imperative to preposition and secure munitions. Dedicated sealift must
be adequately funded to posture munitions, fuel and other supplies within theater. Agile, responsive and sustained operations demand a resilient network of capabilities to deploy and sustain USPACOM forces. USTRANSCOM’s prepositioning strategy has emphasized positioning equipment and materiel afloat to optimize flexibility, ensure rapid responses to crises and provide force presence; however, USPACOM still does not have enough lift to satisfy all operational requirements.
Readiness Fundamental to USPACOM’s mission is the ability to deter aggression and prevail in crisis. USPACOM’s readiness is evaluated against its ability to execute operational and contingency plans, which places a premium on forward-deployed, ready forces that can exercise, train and operate with our partner nations’ militaries and followon forces able to respond to operational contingencies. USPACOM maintains forward-deployed ready forces as credible deterrents, to support and defend national security interests, and to provide assurance and protection to allies and partners. Forward-deployed forces, west of the International Date Line, remain responsive and relevant to mitigating risk
Chief of Naval Operations (CNO) Admiral Jonathan Greenert and Royal Australian Navy Chief of Navy Vice Admiral Tim Barrett are piped aboard an amphibious mechanized landing craft moored in the well deck of the Royal Australian Navy Canberra-class landing helicopter dock ship HMAS Canberra (LHD 2) as they depart the ship following a tour and leadership discussion with Canberra sailors.
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in the event of escalating regional security events and greatly benefit from training with allies and partners in a complex environment. Ready, forward-deployed forces increase decision space and decrease response time, bolster allies and partners’ confidence, and reduce the chance of miscalculation by potential adversaries. However, redistribution of global forces that lead to moving forces out of the Indo-Asia-Pacific diminishes USPACOM’s impact and effectiveness. Additionally, shortnotice redeployment of USPACOM’s ready, forward-deployed forces to fill emergent requirements to other areas of operation increases risk to our nation’s Indo-Asia-Pacific interests and objectives. In addition to concerns with the forward-deployed forces, there are troubling readiness trends associated with follow-on forces. The ability of the United States to surge and globally maneuver ready forces has historically been an asymmetric advantage that is now diminishing. Over the past year, the United States has been forced to prioritize the readiness of forward-deployed forces, at the expense of the readiness of follow-on-forces and critical investments needed to outpace emerging threats. A lack of ready surge forces resulting from high operational demands, delayed maintenance periods, and training limitations will limit responsiveness to emergent contingencies and greatly increases risk. Budget reductions and uncertainty directly impact operations and combat readiness. Fiscal constraints disrupt the predictable, persistent funding needed to organize, train, and equip a ready force. Fiscal uncertainty degrades and disrupts long-term engagement opportunities with strategic consequences to U.S. relationships and prestige. Resource pressures have triggered deferrals in exercises, operations, and senior leader engagement opportunities; have introduced regional doubt; and compound the risk to U.S. interests in the region. As the service chiefs recently testified, continuation of sequestration will further delay critical warfighting capabilities, reduce readiness of forces needed for contingency response, forego procurement of new platforms and weapon systems and further downsize weapons capacity…all of which are required for success in the USPACOM AOR. I am in full agreement with their assessments and remain deeply concerned about the growing risk to U.S. interests in the Indo-Asia-Pacific. april 21, 2015
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Contract Awards
17 april
HDR Environmental, Operations, and Constructions Inc., Norfolk, Va., is being awarded an indefinite-delivery/ indefinite-quantity contract with a maximum amount of $75,000,000 for implementation and management of the Navy’s marine species monitoring program in the Naval Facilities Engineering Command Atlantic and Pacific areas of responsibility. Monitoring studies may include aerial and ship board surveys, passive acoustics in the form of autonomous devices and towed arrays, tagging, photo identification, biopsy sampling, and behavioral studies. Monitoring activities may be implemented in coordination with Navy training and testing activities, as standalone scientific studies, or as ongoing baseline data collection. Tasks will involve species and habitat protected under the Endangered Species Act, the Marine Mammal Protection Act, the Magnuson-Stevens Act, and other applicable laws, regulations and executive orders involving marine mammals, sea turtles, essential fish habitat, coral reefs, and other marine resources. No task orders are being issued at this time. Work will be performed primarily in marine areas where Navy training and testing occurs in the Northwest Atlantic Ocean, the Caribbean Sea, the Gulf of Mexico, and the Pacific Ocean. Additionally, tasks associated with this contract may be assigned anywhere in the world. 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 $5,000 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 three proposals received. The Naval Facilities Engineering Command, Atlantic, Norfolk, Va., is the contracting activity (N62470-15-D-8006). General Dynamics Advanced Information Systems Inc., Fairfax, Va., is being awarded a $46,975,870 cost-plus-
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incentive-fee contract for the Technology Insertion 16 (TI-16) Multipurpose Processor (MPP) engineering services and Total Ship Monitoring Systems (TSMS) production. Work includes systems engineering and support services for the MPP, TSMS, including the development, production, and upgrade of software and hardware; installation support; operational systems maintenance support and maintainability improvement; and technology refreshment and insertion. It also includes production, test, and systems integration of production kits and associated program management, system engineering, test and evaluation, supportability, configuration management and technology insertion efforts to produce, maintain, and upgrade production systems and advanced processing builds. Work will be performed in Fairfax, Va., (53 percent); and Pittsfield, Mass., (47 percent), and is expected to be completed by March 2019. Fiscal 2012 and 2013 shipbuilding and conversion (Navy) and fiscal 2015 research, development, test and evaluation contract funds in the amount of $1,104,089 will be obligated at the time of award and will not expire at the end of the current fiscal year. This contract was not competitively procured in accordance with 10 U.S.C. 2304(c) (5) - Authorized or Required by Statue 15 U.S.C. 638 (r), Aid to Small Business. The Naval Sea Systems Command, Washington, D.C., is the contracting activity (N00024-15-C-6228). Telephonics Corp., Farmingdale, N.Y., is being awarded a $21,148,141 firm-fixed-price, cost-plus-fixed-fee, indefinite-delivery/indefinite-quantity contract for the procurement of up to 46 Identification Friend or Foe (IFF) Interrogators and 46 IFF Interrogator mounting trays for the Navy. In addition, this contract provides for up to 12 IFF Interrogators and up to 12 IFF Interrogator mounting trays for the government of Australia; and up to 200 hours of engineering and technical support. Work will be performed in Farmingdale, N.Y., and is expected to be completed in March
2019. Fiscal 2015 aircraft procurement (Navy) and fiscal 2015 operations and maintenance (Navy) funds in the amount of $4,884,308 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 10 U.S.C. 2304(c)(1). This contract combines purchase for the Navy ($16,299,381, 77 percent) and the government of Australia via a memorandum of understanding ($4,848,760, 23 percent). The Naval Air Warfare Center Aircraft Division, Lakehurst, N.J., is the contracting activity (N6833515-D-0005). Compass Systems Inc., Lexington Park, Md., is being awarded a $13,954,688 cost-plus-fixed-fee contract for research, development, and delivery one Optical Sensor System Cargo Aircraft Roll-on/Roll-Off (OSSCAR) system developed for the C-130 A-J Aircraft for the Navy and other Defense Department services and agencies. This contract provides for technical and scientific research, development, integration, analysis, assessment, and test and evaluation of OSSCAR’s intelligence, surveillance, reconnaissance, and targeting systems. Work will be performed in Lexington Park, Md., and is expected to be completed in April 2018. Fiscal 2013 other procurement (Army), fiscal 2015 operations and maintenance (Defense Wide) and fiscal 2015 research and development (Defense Wide) funds in the amount of $106,589 are being obligated at time of award, $81,600 of which will expire at the end of the current fiscal year. This contract was not competitively procured pursuant to 10 U.S.C. 2304(c) (1). This contract combines purchases for the Navy ($8,372,813; 60 percent); Army and other Defense Department services and agencies ($3,488,672; 25 percent); and the Air Force ($2,093,203; 15 percent). The Naval Air Warfare Center Aircraft Division, Patuxent River, Md., is the contracting activity (N0042115-C-0043).
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16 april
RQ-Berg Joint Venture, Carlsbad, Calif., was awarded $25,333,000 for firm-fixed-price task order 0009 under a previously awarded multiple award construction contract (N62473-10-D-5482) for design and construction of Camp Wilson infrastructure upgrades at the Marine Corps Air Ground Combat Center, Twentynine Palms. The work to be performed provides for the extension of new and existing utilities to and within Camp Wilson. Included are the camp communication infrastructure, overhead and underground electrical power distribution system from main base, mega volt amp electrical distribution substation, latrines, open secure storage and supporting facilities, a new gallon potable water tank and pump house, demolition of an existing potable water tank, and electrical distribution to the Aviation Combat Element compound, the Unmanned Aerial System compound, and the Marine Air Ground Task Force compound. The task order also contains one planned modification, which if issued, would increase cumulative contract value to $26,083,000. Work will be performed in Twentynine Palms, Calif., and is expected to be completed by April 2017. Fiscal 2015 military construction (Navy) contract funds in the amount of $25,333,000 are being obligated on this award and will not expire at the end of the current fiscal year. Three proposals were received for this task order. The Naval Facilities Engineering Command, Southwest, San Diego, Calif., is the contracting activity. ViaSat Inc., Carlsbad, Calif., is being awarded a $12,300,000 firmfixed-price requirements contract for the repair of the Multifunctional Information Distribution Systems used on various aircraft platforms. Work will be performed in Carlsbad, Calif., and is expected to be completed by April 2018. No funds will be obligated
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at the time of award. Navy working capital funds will be provided as individual delivery orders are issued. Funds will not expire before the end of the current fiscal year. The contract was not competitively procured in accordance with 10 U.S.C. 2304 (c)(1), with one offer received in response to this solicitation. The Naval Supply Weapon Systems Support, Philadelphia, Pa., is the contracting activity (N00383-15-D-064G). Austal USA, Mobile, Ala., is being awarded an $11,038,412 costplus-award-fee order against the previously awarded basic ordering agreement (N00024-15-G-2304) to provide engineering and management services for advance planning and design in support of the post shakedown availability for the littoral combat ship Pre-Commissioning Unit Jackson (LCS-6). Austal will provide design, planning and material support services for the vessel. Efforts will include program management, advance planning, engineering, design, material kitting, liaison and scheduling. Work will be performed in Mobile, Ala. (77 percent); and Fairfax, Va., (23 percent), and is expected to be completed by September 2016. Fiscal 2015 shipbuilding and conversion (Navy) funding in the amount of $10,363,723 will be obligated at time of award and will not expire at the end of this fiscal year. The Supervisor of Shipbuilding, Conversion and Repair-Gulf Coast, Pascagoula, Miss., is the contracting activity. Cognetic Technologies Inc., Vista, Calif., is being awarded a $10,754,055 indefinite-delivery/indefinite-quantity, cost-plus-fixed-fee multiple award contract for software and systems engineering, development and support services to assist in the delivery and maintenance of business applications, systems and enabling technologies. This is one
of three contracts awarded: each awardee will have the opportunity to compete for task orders during the ordering period. This three-year contract includes one two-year option period which, if exercised, would bring the potential value of this contract to $18,657,820. Work will be performed in San Diego, Calif. (90 percent); and Vista, Calif., (10 percent), and work is expected to be completed in April 15, 2018. No contract funds will be obligated at the time of award. Funding will be obligated via task orders as they are issued. Task orders will be obligated using research, development, test and evaluation; operations & management (Navy, Navy Reserve and Air Force); other procurement (Navy); procurement (Defense agency); and working capital fund (Navy) funds. This contract was competitively procured via 100 percent Small Business Set-Aside solicitation via publication on the Federal Business Opportunities website and the Space and Naval Warfare Systems Command e-Commerce Central website, with five proposals received and three selected for award. The Space and Naval Warfare Systems Center Pacific, San Diego, Calif., is the contracting activity (N66001-15-D-0141). Geocent LLC, Metairie, La., is being awarded a $10,131,795 indefinite-delivery/indefinite-quantity, cost-plus-fixed-fee multiple award contract for software and systems engineering, development and support services to assist in the delivery and maintenance of business applications, systems and enabling technologies. This is one of three contracts awarded: each awardee will have the opportunity to compete for task orders during the ordering period. This three-year contract includes one two-year option period which, if exercised, would bring the potential value of this contract to $17,377,458. Work will be performed
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Contract Awards in San Diego, Calif., (90 percent); and Metairie, La., (10 percent), and work is expected to be completed April 15, 2018. No contract funds will be obligated at the time of award. Funding will be obligated via task orders as they are issued. Task orders will be obligated using research, development, test and evaluation; operations & management (Navy, Navy Reserve, and Air Force); other procurement (Navy); procurement (Defense agency); and working capital fund (Navy) funds. This contract was competitively procured via 100 percent Small Business Set-Aside solicitation via publication on the Federal Business Opportunities website and the Space and Naval Warfare Systems Command e-Commerce Central website, with five proposals received and three selected for award. The Space and Naval Warfare Systems Center Pacific San Diego, Calif., is the contracting activity (N6600115-D-0142). 3E Technologies International Inc., Rockville, Md., is being awarded a $9,995,697 modification to previously awarded contract (N0017410-D-0021) for work on Navy-wide Critical Infrastructure Control and Monitoring System (CICMS) interface to Navy Virtual Perimeter Monitoring System for a Small Business Innovative Research (SBIR) Phase III project. This increase provides for the implementation of the CICMS at Navy facilities beyond the originally identified Naval District Washington’s boundaries. This increase supports the Navy Region Southeast and Navy Region Hawaii for integration on shore-based facilities. This contract modification is being issued under 10 U.S.C. 2304(b)(2), as implemented by FAR 6.302-5 Authorized or Required by Statute. The statutory authority for this SBIR Phase III increase in ceiling is 15 U.S.C. 638(r). Work will be performed in Hawaii (50 percent); Dahlgren, Va., (8.34 percent); San
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Diego, Calif., (8.34 percent); Indian Head, Md., (8.33 percent); Annapolis, Md., (8.33 percent); Patuxent River, Md., (8.33 percent); and Washington, D.C. (8.33 percent). The work is expected to be completed by September 2015. Fiscal 2015 operations and maintenance (Navy) and fiscal 2015 research, development, test and evaluation funding in the amount of $2,900,746 will be obligated at the time of award. Contract funds in the amount of $2,774,670 will expire at the end of the current fiscal year. The Naval Surface Warfare Center, Indian Head Explosive Ordnance Disposal Technology Division, Indian Head, Md., is the contracting activity. Boston Ship Repair LLC, Boston, Mass., is being awarded a $9,315,047 firm-fixed-price contract for 56-calendar day shipyard availability for the regular overhaul and dry docking of the USNS Kanawha (T-AO 196). Work will include general ship services for ship clean and gas free tanks, voids, and cofferdams, hazardous waste disposal, non-destructive testing king post areas, ultrasonic thickness gauging, galley deck resurfacing, main engine governor overhaul, relief valves and pressure vessel testing, recertify ship’s elevator, cargo ballast pump overhaul, rudder and stern frame exam, propeller system maintenance, annual lifeboat recertification, rescue boat davit recertification, dry-docking and un-docking vessel, overhauling sea valves, inspection of bilge keels and underwater hull cleaning. The contract includes options which, if exercised, would bring the total contract value to $10,737,050. Work will be performed in Boston, Mass., and is expected to be completed by June 25, 2015. Fiscal 2015 maintenance and repair contract funds in the amount of $9,315,047 are being obligated at the time of award. Con-
tract funds will 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. Washington, D.C., is the contracting activity (N32205-15-C-1004). VSolvit LLC, Ventura, Calif., is being awarded a $7,421,128 indefinite-delivery/indefinite-quantity, cost-plus-fixed-fee multiple award contract for software and systems engineering, development and support services to assist in the delivery and maintenance of business applications, systems, and enabling technologies. This is one of three contracts awarded: each awardee will have the opportunity to compete for task orders during the ordering period. This three-year contract includes one two-year option period which, if exercised, would bring the potential value of this contract to $12,682,856. Work will be performed in San Diego (90 percent); and Ventura, Calif. (10 percent), and work is expected to be completed April 15, 2018. No contract funds will be obligated at the time of award. Funding will be obligated via task orders as they are issued. Task orders will be obligated using research, development, test and evaluation; operations & management (Navy, Navy Reserve and Air Force); other procurement (Navy); procurement (Defense agency); and working capital fund (Navy) funds. This contract was competitively procured via 100 percent Small Business Set-Aside solicitation via publication on the Federal Business Opportunities website and the Space and Naval Warfare Systems Command e-Commerce Central website, with five proposals received and three selected for award. The Space and Naval Warfare Systems Center Pacific, San Diego, Calif., is the contracting activity (N6600115-D-0143).
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15 april
14 april
Northrop Grumman Systems Corp., Rolling Meadows, Ill., has been awarded a $105,291,836 modification (P00169) to the previously awarded contract FA8625-12-C-6598. Contractor will provide Large Aircraft Infrared Countermeasures (LAIRCM) equipment and support in the calendar year
2015 base hardware buy. Work will be performed at Rolling Meadows, Ill., and is expected to be complete by April 29, 2017. The majority of the acquisition supports Air Force aircraft needs; however, this contract also acquires some foreign military sales LAIRCM acquisitions. Fiscal 2013,
2014 and 2015 aircraft procurement, National Guard, Navy and overseas contingency operations funds in the amount of $105,291,836 are being obligated at the time of award. Air Force Life Cycle Management Center, Wright-Patterson Air Force Base, Ohio, is the contracting activity.
Hensel Phelps Construction Co., Honolulu, Hawaii, is being awarded a $62,493,027 firm-fixed-price contract for the construction of a hangar, parking apron and taxiway to support one MV-22 squadron at the Marine Corps Base Hawaii. The multistory modified aircraft maintenance hangar will provide a weather protected shelter for inspection, service and maintenance. The high bay aircraft maintenance hangar will be steel frame construction with a standing seam metal roof installed over a steel metal deck. The hangar’s second floor administrative space will be steel framed with metal deck and concrete fill. Site preparation includes site clearing, excavation and preparation for construction. Paving and site improvements include grading, parking, roadway from adjacent road to parking, curbs, sidewalks, landscaping, fencing, signs and storm-water drainage. Electrical utilities include primary and secondary distribution systems, lighting, transformers and telecommunications infrastructure. The primary work includes a feeder upgrade to the substation to meet increased load. Mechanical utilities include heating, ventilation and air conditioning, water lines, plumbing and plumbing fixtures, sanitary sewer lines, fire protection systems and supply lines. The contract also contains one unexercised option, which if exercised would increase cumulative contract value to an estimated $64,408,878. Work will be performed in Kaneohe Bay, Hawaii, and is expected to be
completed by January 2017. Fiscal 2011 and 2014 military construction (Navy) contract funds in the amount of $62,493,027 are being obligated on this award and will not expire at the end of the current fiscal year. This contract was competitively procured via the Navy Electronic Commerce Online website with four proposals received. The Naval Facilities Engineering Command, Pacific, Joint Base Pearl Harbor-Hickam, Hawaii, is the contracting activity (N6274215-C-1301).
fixed-price, cost-plus-fixed-fee, indefinite-delivery/indefinite-quantity multiple award contract to support research and development of special intelligence, surveillance, and reconnaissance components and systems. Each of the 13 contractors will have the opportunity to bid on individual delivery orders as they are issued. Work will be performed in Rome, N.Y.; Rockville, Md.; Cambridge, Mass.; Herndon, Va.; Clifton, N.J.; Columbia, Md.; Germantown, Md.; Arlington, Va.; Reston, Va.; Manassas, Va.; Cincinnati, Ohio; North Charleston, S.C.; and San Antonio, Texas. Work is expected to be completed April 2020. Working capital funds in the amount of $1,300 will be obligated at the time of award, with each contractor receiving $100 at time of award. Contract funding will not expire at the end of the current fiscal year. This contract was competitively procured via the Federal Business Opportunities website, with 15 offers received. The Naval Surface Warfare Center Crane, Crane, Ind., is the contracting activity.
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Alion Science and Technology, Rome, N.Y., (N00164-15-DJT04); BAE Systems Inc., Rockville, Md., (N00164-15-D-JT05); Charles Stark Draper Laboratory, Cambridge, Mass., (N00164-15-DJT06); DigitalGlobe Inc., Herndon, Va., (N00164-15-D-JT03); Exelis Inc., Clifton, N.J., (N00164-15-DJT01); G3 Technologies, Columbia, Md., (N00164-15-D-JT02); Herrick Technology Laboratory, Germantown, Md., (N00164-15-D-JT97); The HumanGeo Group LLC, Arlington, Va., (N00164-15-D-JT95); LEIDOS, Reston, Va., (N00164-15-D-JT94); NAL Research Corp., Manassas, Va., (N00164-15-D-JT96); Northrop Grumman Xetron, Cincinnati, Ohio (N00164-15-D-JT81); Scientific Research Corp., North Charleston, S.C., (N00164-15-D-JT99); and Southwest Research Institute, San Antonio, Texas (N00164-15-D-JT98), are each being awarded a combined aggregate not-to-exceed $49,000,000
KOAM Engineering Services Inc., San Diego, Calif., is being awarded a $15,812,226 indefinitedelivery/indefinite-quantity, costplus-fixed-fee contract to provide in-service engineering agent support for tactical data links and related systems in support of Navy and Foreign Military Sales commands. The support includes technical expertise, fleet in-service engineering, maintenance, in-service risk management,
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Contract Awards
13 april
10 april
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integrated logistics support, technical oversight of commercial and nongovernmental in-service engineering activities, configuration management, and readiness and life cycle analysis. This two-year contract includes one three-year option period, which, if exercised, would bring the potential value of this contract to $36,419,923. Work will be performed
in San Diego, Calif., and is expected to be completed April 13, 2017. No contract funds will be obligated at the time of award. Funding will be obligated via task orders as they are issued. Contract funds will not expire at the end of the current fiscal year. This contract was competitively procured via 100 percent Small Business Set-Aside solicitation via
publication on the Federal Business Opportunities website and the Space and Naval Warfare Systems Command e-Commerce Central website, with three proposals received and one selected for award. The Space and Naval Warfare Systems Center Pacific, San Diego, Calif., is the contracting activity (N6600115-D-0042).
Parker Hannifin Customer Support Military Division, Irvine, Calif., is being awarded a $39,111,301 fiveyear, firm-fixed-price contract for the repair of various parts in support of F/A-18 and P-3 aircraft. Work will be performed in Irvine, Calif., and work is expected to be completed by December 2020. Fiscal 2015 Navy working capital funds in the $4,327,626 will be obligated on the first delivery orders running concurrently with the contract award, and will not expire by the end of the current fiscal year. This contract was not competitively procured. This sole source contract is in accordance with 10 U.S.C. 2304 (c)(1) as implemented by FAR 6.302-1. Naval Supply Systems Command Weapon Systems Support, Philadelphia, Pa., is the contracting activity (N00383-15D-008H).
kits for the Navy and the governments of Finland and Switzerland under the foreign military sales program. This option provides for the procurement of up to 90 APX-111 Identification Friend or Foe, 50 each processors, interrogators, transponders, main chassis, power supplies, and receiver transmitters. In addition, this option provides for the procurement of up to 10 APX-111 repairs and 35 kit installations. Work will be performed in Greenlawn, N.Y., and is expected to be completed in July 2017. No funds are being obligated at time of award. Funds will be obligated on individual delivery orders as they are issued. The Naval Air Systems Command, Patuxent River, Md., is the contracting activity.
BAE Systems Information and Electronic Systems Integration Inc., Greenlawn, N.Y., is being awarded a $26,073,900 modification to a previously awarded indefinite-delivery/ indefinite-quantity contract (N0001914-D-0025) to exercise an option for the procurement of up to 250 Mode 5 combined interrogator transponder
Advanced Acoustic Concepts LLC, Hauppauge, N.Y., is being awarded a $7,384,229 modification to previously awarded contract N00024-12-C-6311 for Mission Package Computing Environment (MPCE) hardware and technical refresh, Common Mission Package Trainer (CMPT) hardware and technical refresh, and engineering services in support of Program Executive Office
Littoral Combat Ships. The contract provides for development of Mission Package services, maturation of the Mission Package Portable Control Station, Mission Package training capabilities, hardware procurement of ship sets of MPCE and CMPT and engineering services critical to the Mission Package integration, test and future technology insertions. The Navy will field software updates twice a year to address information assurance, technology refreshment and software development for mission modules to enhance and sustain warfighting capabilities. Work will be performed in Lamont Furnace, Pa., (55 percent); Hauppauge, N.Y., (25 percent); Columbia, Md., (15 percent); and San Diego, Calif. (5 percent), and is expected to be completed by September 2016. Fiscal 2015 research and development; fiscal 2015 operations and maintenance (Navy), and fiscal 2015 other procurement (Navy) contract funds in the amount of $7,319,362 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.
Sikorsky Aircraft CorporationCorp., Stratford, Conn., has been awarded a maximum $480,000,000 firm-fixed-price contract for spare parts that will be used in various
weapon system platforms, including the H-53 and H-60 platforms. Estimated value cited is based on demand quantities for the life of the contract. This contract was a sole-
source acquisition. This is a five-year base contract with one five-year option period. Location of performance is Connecticut, with a June 30, 2020 performance completion date. Using
april 21, 2015
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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 Aviation, Richmond, Va. (SPE4AX15-D-9415). The Boeing Company Co., 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 years 2015-2019 Navy working capital funds. The contracting activity is the Defense Logistics Agency Aviation, Philadelphia, Pa., (SPRPA1-14-D-002U-TH01). BAE Systems Technology Solutions & Services, Inc., Rockville, Md., is being awarded a $25,518,931 modification to a previously awarded cost-plus-fixed-fee contract (N00421-14-C-0040) for technical and engineering services in support of the Naval Air Warfare Center Aircraft Identification Systems Division and the Governments of Japan and Australia. Work will be performed in St. Inigoes, Md., (80 percent) and various ship/shore locations (20 percent), and is expected to be completed in March 2016. Fiscal 2011 and 2013 shipbuilding and conversion (Navy); fiscal 2014 and 2015 other procurement (Navy); fiscal 2014 and 2015 research, development, test and evaluation; fiscal 2015 operations and maintenance (Navy); fiscal 2015 working capital funds (Navy); foreign military sales; and private party funding in the amount of $5,641,300 are being obligated at time of award,
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$144,147 of which will expire at the end of the current fiscal year. This modification combines purchase for the U.S. Navy ($23,477,416, 92 percent); Lockheed Martin Corp. via a cCommercial sServices aAgreement ($1,786,325, 7 percent); and the governments of Australia ($153,114, 0.6 percent) and Japan ($102,076, 0.4 percent) under the Foreign Military Sales Program. The Naval Air Warfare Center Aircraft Division, Patuxent River, Md., is the contracting activity. Lockheed Martin Corp., Baltimore, Md., is being awarded a $10,276,743 modification to delivery order 0020 previously awarded under Basic Ordering Agreement (N0002412-G-4329) for the accomplishment of USS Freedom (LCS-1) fiscal 2015 dry-docking selected restricted availability. A dry-docking selected restricted availability 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 October 2015. Fiscal 2015 operations and maintenance (Navy) funding in the amount of $ 10,276,743 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 ordering/contracting activity.
boundary surveys, geographic position determinations, toning to locate underground utilities, surveys for volumetric determinations of earthworks, stockpiles, dredging, etc. and, pavement distress surveys. No task orders are being issued at this time. Work will be performed at various installations within the NAVFAC Pacific AOR. The term of the contract is not to exceed 60 months, with an expected completion date of April 2020. Fiscal 2014 military construction (planning and design) contract funds in the amount of $10,000 are being obligated on this award and will not expire at the end of the current fiscal year. This contract was competitively procured via the Federal Business Opportunities website, with four proposals received. The Naval Facilities Engineering Command, Pacific, Joint Base Pearl Harbor-Hickam, Hawaii, is the contracting activity (N6274215-D-0001).
ControlPoint Surveying, Inc., Honolulu, Hawaii, is being awarded a maximum amount $7,500,000 indefinite-delivery/indefinite-quantity contract with for architect-engineer services for topographic, hydrographic, cadastral and pavement condition surveys at locations under the Naval Facilities Engineering Command (NAVFAC) Pacific area of responsibility (AOR). The work to be performed provides for services that include, but are not limited to, the following:
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