NASHUA, N.H. — BAE Systems has completed its acquisition of the Collins Aerospace Military Global Positioning System (GPS) business from Raytheon Technologies Corp., BAE said in a July 31 release. 

As announced in January, this asset purchase is a unique opportunity to acquire a high-quality, technology-based business that augments the existing BAE Systems Electronic Systems portfolio through the addition of world-class GPS anti-jamming and anti-spoofing technology that enables reliable navigation and guidance for a range of defense missions. 

“Today marks the culmination of a tremendous team effort, and we are extremely proud to welcome the Military GPS employees to our company,” said John Watkins, vice president and general manager of Precision Strike & Sensing Solutions at BAE Systems. “Together, we will build on our rich histories of providing superior, innovative capabilities to help protect our U.S. and allied warfighters.”  

Based in Cedar Rapids and Coralville, Iowa, with a workforce of about 700 employees, the Military GPS business has been a pioneer in its field for more than 40 years and has a global installed base in excess of 1.5 million devices on more than 280 airborne, ground, and weapon system platforms.

The business designs and produces advanced, hardened, and secure GPS products with a range of form factors, including products designed for space-constrained and harsh environments. It is also developing next-generation GPS technologies for the U.S. military — including M-Code — that will further improve security and anti-jamming capabilities for critical defense applications.

LOCKPORT, La. — Bollinger Shipyards has delivered the U.S. Coast Guard Cutter Oliver Henry in Key West, Florida, the company said in a July 30 release. 

This is the 163rd vessel Bollinger has delivered to the Coast Guard over a 35-year period and the 40th fast-response cutter (FRC) under the current program.  

The Oliver Henry is the second of three FRCs to be homeported in Apra Harbor, Guam, increasing the presence for the Coast Guard in the Indo-Pacific theater. Additionally, later in 2020, Bollinger deliver the first of six FRCs that will be based in Manama, Bahrain, which will replace the Island-class patrol boats supporting the Patrol Forces Southwest Asia, the Coast Guard’s largest unit outside of the U.S. 

“Bollinger is proud to continue enhancing and supporting the Coast Guard’s operational presence and mission in the Indo-Pacific region with the delivery of the USCGC Oliver Henry,” said Ben Bordelon, Bollinger’s president and CEO. 

Each FRC is named for an enlisted Coast Guard hero who distinguished himself or herself in the line of duty. Oliver Henry was the first minority service member to move from the wardroom to the engine room and rose rapidly through the ranks of enlisted mechanics. 

He was one of the Coast Guard’s first minority warrant officers and served over 15 years of his 26-year career as a warrant. As a leader and role model, he mentored many of the next generation of service leaders, including officers and enlisted men. 

The homeporting of three FRCs in Guam is part of the Coast Guard’s “doubling down on Oceania,” allowing more frequent and longer patrols in an area where the Coast Guard has increased its presence over the past 18 months and is aligned with the U.S. position on maritime security in the Indo-Pacific. 

In a speech last year, Coast Guard Commandant Adm. Karl L. Schultz stressed the strategic importance of the service’s presence in the region saying, “We’re on a trajectory where the geostrategic importance of the Oceania region has not been higher here in decades, and it’s a place that the Coast Guard’s looking to be part of the whole-of-government solution set.”  

While the last 20 weeks of the Oliver Henry’s build occurred during the COVID-19 pandemic, Bollinger took precautions to ensure the health and safety of employees and keep its delivery schedule. In addition to enhanced sanitization practices across the shipyard, Bollinger enacted more liberal leave and remote work policies as well as altered shift schedules to promote social distancing. 

Bordelon continued, “Delivering vessels on schedule and on budget to the Coast Guard in these unprecedented times given the COVID-19 challenges that we are all facing shows the resiliency and dedication of our incredibly capable workforce.” 

FRCs are consistently being deployed in support of the full range of missions within the Coast Guard and other branches of the U.S. armed services. FRCs have conducted operations as far as the Marshall Islands — a 4,400 nautical mile trip from their homeport. Measuring in at 154-feet, FRCs have a flank speed of 28 knots, ultramodern command, control, communications, computers, intelligence, surveillance and reconnaissance and stern launch and recovery ramp for a 26-foot, over-the-horizon interceptor cutter boat.

BOSTON — Boston-based Sea Machines Robotics has partnered with Castine-based Maine Maritime Academy (MMA) and representatives of the U.S. Maritime Administration (MARAD)’s Maritime Environmental and Technical Assistance (META) Program to bring education about autonomous marine systems into the MMA curriculum, the company said in a July 30 release. 

The MMA will provide instruction to cadets using the academy’s 41-foot U.S. Coast Guard cutter-class workboat R/V Quickwater, which is being outfitted now with Sea Machines’ SM300 autonomous control system, and a shoreside command station located on campus. 

With education of the next generation of mariners being the primary focus of this partnership, the group will also demonstrate and document autonomous vessel technology’s ability to increase at-sea situational awareness, safety, energy efficiency, operational performance and the environmental impact thereof.  

MMA students will command and control the autonomous vessel in the Castine Harbor and surrounding areas from the shoreside station. While learning about autonomous systems and their impact on the future of the commercial marine industry, project managers and MMA students will measure the vessel’s emissions output to determine the precise efficiencies gained, documenting differences among various engines, equipment and sea states. During these hands-on trials, participants will collect additional data about the vessel’s situational awareness and operational performance, predictability and safety during missions.  

“The importance of this partnership extends beyond providing quantitative data for what we already know — that autonomous technology can be leveraged to improve vessels’ operational efficiency, productivity and predictability while reducing at-sea navigation incidents. This project is ultimately about preparing future Merchant Marine officers with the training and skills they will need to command the digital, data-driven commercial fleets of the 21st century.” 

“The goal of this initiative is to expand Maine Maritime’s current research portfolio and to provide our students with the opportunity to gain education and training on new smart-vessel technology,’’ said MMA’s Jennifer Norwood, assistant professor, marine transportation.

ARLINGTON, Va. — The tiered system for testing of U.S. military personnel for COVID-19, considered a key element in defeating the novel coronavirus, has exceeded the goal of 56,000 tests per week, Defense Department officials told Pentagon reporters on July 30.

Not only has the program exceeded the 56,000 tests-per-week goal set in May, the Defense Department has been administering nearly 60,000 tests per week for several months, said Air Force Major Gen. Lee E. Payne, assistant director for combat support at the Defense Health Agency and a medical doctor.

“We’ve seen testing increase five-fold in the last three months, and to date, we’ve conducted over 540,000 tests since January,” said Lee, who also leads the Pentagon’s diagnostic and testing task force.

Defense Department personnel are testing positive for COVID-19 at lower rates than the general population, except for the 18- to 24-year-old age group, said Air Force Brig. Gen. Paul Friedrichs, the Joint Chiefs of Staff surgeon. The reason is not attributable to young people’s behavior, but because they are the largest demographic group across the U.S. armed services and are tested more, especially those who are incoming recruits, he added.

The Defense Department unveiled the priority-based, four-tiered system on April 22, when the department’s testing ability was limited by equipment shortages and slow turnarounds on test results. Tier 1 targeted critical national-security capabilities, like strategic nuclear deterrent units. Tier 2 focused on engaged, fielded forces around the world, while Tier 3 was for testing forward-deployed and redeploying forces. The remainder of the military makes up Tier 4.

Even with the rise in testing, infection rates for COVID-19 among active-duty military have held steady for several weeks at 5.7%, Payne said. The cumulative number of service personnel hospitalized for COVID-19 has been far less than the number diagnosed with the virus and far less than medical experts expected in January and February, Friedrichs noted.

“There were a lot of unknowns” about COVID-19 back then, he said, adding, “We have a lot more knowledge today about how to treat those infected.”

All of the U.S. armed forces have been heavily impacted by the novel coronavirus — perhaps none more acutely than the U.S. Coast Guard.

A service focused on activities such as rescuing stranded boaters, apprehending criminals and boarding vessels for inspection has a lot of the human-to-human contact that everyone is trying to limit due to the COVID-19 pandemic. As a result, the service is having to walk a tightrope these days.

Check out the digital edition of the July-August Seapower magazine and other past issues here.

Coast Guard spokesperson Lt. Cmdr. Brittany Panetta told Seapower that the sea service is working hard to properly balance the safety of Coast Guardsmen with continuing operations that are entirely necessary.
The Coast Guard ramped up counter-drug operations in support of U.S. Southern Command (SOUTHCOM) following an April 1 presidential directive, as the pandemic began to take hold worldwide.

In the meantime, the service has formed a coronavirus coordination team (CCT) that is working to improve productivity, share information and remove “unnecessary burdens” to ensure “mission readiness for Coast Guard personnel and their families,” Panetta said.

Now’s No Time for the Coast Guard to Lower Its Guard

As many governments stateside relax measures during the pandemic — even in several places where case numbers are skyrocketing — there is no timeline in the Coast Guard for easing mitigation measures due to COVID-19. In fact, the service is taking an aggressive approach to ensure Coast Guard personnel follow all guidelines when it comes to the virus and personally do their part to stop the spread, Panetta said.

“In [off-duty risk management], we expect members to employ a similar risk-based decision approach to off-duty behavior,” reads a July 1 directive posted on the Coast Guard website. “This health care crisis is not over, and the Coast Guard is not immune to the increasing COVID-19 cases occurring across the nation.”

That means all personnel are expected to “carefully consider” the risks of engaging in certain activities. Specifically, the Coast Guard should consider three fundamental COVID-19-related risk criteria: the physical location of the activity (indoors is a greater risk), the number and expected behavior of others at that location (proper spacing and mask-wearing) and the duration of time in close contact of others (contact that is longer than 10 minutes and within 6 feet is a high risk).

Interdicting People Who Are Possibly Infected

Capt. Jeffrey Randall, commanding officer of the Legend-class national security cutter James, told Seapower in an interview that his ship spends about 70 to 90 days at sea twice per year, and the most recent trip departed in early April and returned about 65 days later. The crew did a few stops, but just anchored off the coasts of Colombia, Ecuador, and Panama and avoided port visits as a COVID-19 mitigation measure.

The ship was involved in counter-narcotics work, which always carries a risk of virus exposure because the crew has to interact with people on vessels from places unknown who are suspected of running drugs.
“You’re going to have to interact with them, and you don’t have a good idea of their medical history,” Randall said.

“So, we have processes in place. When we go to send a boarding party to do an inspection of a vessel, they’re wearing masks, gloves, long sleeves, and sunglasses or eyeglasses. Then once we stop the vessel, we’re going to ask some questions and observe for visible symptoms, then we’ll conduct a boarding of the vessel with personal protective equipment on.”

Once the boarding party returns, they have a team that decontaminates the weapons, body armor and the people themselves. “All of their stuff stays on the outside of the skin of the ship,” Randall said.

The crew has had risky encounters, coming across two separate groups of detainees who ended up testing positive for COVID-19. Fortunately, because of the processes on board, nobody from the crew came down with the illness.

But there’s always risk. Even if the crew does everything right on ship, there’s still the question of how they handle themselves after a deployment. That’s why the Coast Guard also implements safety measures such as a restriction of movement for 14 days prior, limiting the crew to only the most essential activities like going to the grocery store. The crew of the James is tested for COVID-19 before the ship departs.

“They basically have a self-isolation order,” Randall said, adding that the crew aims to finish all work requirements at least two weeks before deployment to limit the exposure of the crew during that critical period.
COVID-19 hasn’t limited operations but has crews have to be more methodical. The James also has a team of eight people who deal exclusively with detainees and are in a separate berthing area of the cutter.

The aircraft carrier USS Theodore Roosevelt, victimized this spring by a COVID-19 outbreak, is back home in San Diego and seemingly healthy. U.S. Marines, no longer using their T-shirts as face masks, are rotating back to Australia but with strict disease-prevention measures in place. U.S. Navy ships and crews have resumed annual exercises with allies and partner nations — but at sea only, with no contact on shore. A “new normal” has settled into place. No one knows just how long this will last.

In the seven months since the novel coronavirus surfaced in China and spread to Europe, the U.S. sea services appear to have fought the contagion to a stand-still. Even as case numbers spike throughout the homeland, especially in the Sun Belt, they appear to be static in the military, at least among uniformed personnel.

Check out the digital edition of the July-August Seapower magazine and other past issues here.

While the virus has sickened 3 million stateside and killed about 132,000, the Navy has reported more than 4,300 cases — many of those on two ships, the Theodore Roosevelt and the USS Kidd. One Sailor has died. The U.S. Marine Corps reported another 1,600 infections among uniformed personnel, though an outbreak occurred among dozens of Marines at two bases on Okinawa.

Commanders, meanwhile, are strategizing how to operate in all this and keep the numbers down while demanding focus as always on the mission at hand.

CNO Cautions Against Returning to the ‘Old Normal’

In a June 30 message to the fleet, Chief of Naval Operations Adm. Mike Gilday stressed “the importance of remaining vigilant” in the Navy’s long-term battle against COVID-19.

“Each of us will be faced with temptations to cut corners and return to the ‘old normal.’ Do not do it. Together, we will rigorously maintain health protection measures to protect our Navy family and assure mission success even when it may appear the [American public] may be relaxing them,” he added.

Some measures put in place during the initial response to the pandemic this spring may last longer. Case in point: any event that requires a large gathering.

The sea services came up with virtual alternatives to graduation ceremonies of new Marines, Sailors and Coast Guard grads. The U.S. Naval War College in Newport, Rhode Island, was the latest institution to join the trend on June 24. Instead of parading in dress uniforms on historic Dewey Field, the 427 students who earned diplomas gathered virtually to hear recorded speakers.

Interviews with prospective recruits and Fleet Week events around the country are being conducted online. Mandated measures governing training and operations include expanded testing of personnel, isolating crews before and after they go to sea, stringent and frequent cleaning of work and living space, social distancing of at least 6 feet — when possible —and wearing face coverings when it is not. Masks will be a regular part of Navy, Marine and Coast Guard attire for the foreseeable future.

Returning to Normal Operations, but Still Vigilant

A sign that the sea services are emerging from a 24/7 emergency mindset came from Navy Reserve Force, which issued new guidance in June for Reservists to resume regular weekend onsite drills beginning in mid-July, pending evaluation of local conditions and guidance from the U.S. Centers for Disease Control and Prevention.

The Navy also began resuming exercises around the world, including BALTOPS 20, a multinational, maritime exercise in the Baltic Sea with 19 NATO and partner nations; U.S. Navy and Georgian Forces conducting maneuvering exercises in the Black Sea; and the Bataan Amphibious Ready Group and the 26th Marine Expeditionary Unit conducting a maritime training exercise with Italian and French ships and aircraft in the Mediterranean Sea. Meanwhile, aircraft carrier strike groups have continued to deploy in the Pacific and Atlantic as well as the Mediterranean and the Arctic.

Despite the constraints imposed by the global health crisis, the Navy and U.S. Coast Guard did not stop patrolling the eastern Pacific and Caribbean during U.S. Southern Command’s fight against transnational narcotics trafficking. As one example, the Arleigh Burke-class guided-missile destroyer USS Preble, with a Coast Guard law enforcement detachment on board, recovered 100 bales of suspected cocaine with an estimated street value of $40 million, according to Coast Guard sources. Many more drug and migrant interdictions — both as part of the Navy-USCG partnership and by the Coast Guard alone — still are taking place routinely.

Virus Prevention Procedures Begin at Boot Camp

Strict adherence to those COVID-19 preventive guidelines is responsible for the continued flow of Navy and Marine Corps recruits into boot camp, according to the commanders of the services’ basic training commands.
Both the Navy and Marines have implemented 14-day restrictions of movement, where incoming recruits are quarantined off-site when they arrive at the Marine Corps Recruit Depots at San Diego and Parris Island, South Carolina, and at Navy Recruit Training Command at Great Lakes, Illinois. After 14 days the recruits are tested for COVID-19. If they test negative, they can start basic training. If they pop positive results, they isolate in a single room for monitoring and more testing.

Quarantining recruits in off-base facilities — like The Citadel in Charleston, South Carolina, for the Marines or hotels outside Chicago for the Navy — is costly, and both services are looking for long-term alternatives.

More than 8,100 new Sailors have been sent to the fleet during the pandemic, and 6,700 recruits are currently going through Great Lakes, Rear Adm. Milton J. Sands, commander of Naval Service Training Command, told media during a July 7 teleconference. He added that the Navy was on track to meet its goal of 40,800 new Sailors in the current fiscal year.

Speaking at the same briefing, Maj. Gen. William F. Mullen, commander of Marine Training and Education Command, said the number of recruits per company have been reduced at San Diego and Parris Island because of special distancing requirements.

That and some weeks left open without scheduled shipments of new recruits in case unforeseen COVID-19 problems back up the pipeline are expected to cut into the Corps’ goal of 38,000 new Marines this fiscal year. The traditional 10-day leave new Marines used to get after boot camp graduation has been canceled to keep them in the protective bubble before starting their follow-on training, Mullen said.

Concern for the Sub Fleet Leads to Innovative Measures

Norfolk, Virginia-based Submarine Squadron 6 (SUBRON 6) developed a COVID-19 plan that set the standard for Atlantic attack sub deployment with total assurance that crew are free of infection.

SUBRON 6 Commodore Capt. Jeffrey Juergens called the effort to man, train and equip his fleet of 15 attack subs homeported or undergoing maintenance at Norfolk in a COVID-free bubble “wholly unprecedented” in his Navy career. “Our medical and operations departments put together a testing regime, made sure they had the most up-to-date guidance, and knew what to do in case we had someone test positive,” Juergens said.

He credited Senior Chief Electronics Technician (Submarine) Joshua Sisk with much of the plan’s heavy lifting, like managing repairs and parts delivery on the pier without crew interaction.

“We’re now getting lots of phone calls from our counterparts to share lessons learned. Until further notice, this will be the new norm,” Sisk said.

Guam, Other Bases Become Safe Havens

Naval Base Guam is among the facilities designated safe-haven ports for Navy ships and subs. The base is equipped to resupply vessels pierside while protecting ships and service members. In this bubble, Sailors can enjoy mental and physical relaxation while their vessel is serviced. Also, on Guam, visiting crew members have access to a secured beach. Other safe-haven ports include Okinawa, Japan, and Naval Station Rota, Spain.

The safe-haven port concept grew out of the lessons learned from the ordeal of the USS Theodore Roosevelt, the first naval warship hit with an outbreak at sea. More than 1,100 crew members tested positive while the aircraft carrier was sidelined on Guam for more than two months as it was clean and sanitized from bow to stern and sick crew treated.

Thanks to procedures put in place on Guam, the carrier put to sea in June to resume its deployment to the U.S. 7th Fleet area of operations and returned safely to homeport in San Diego on July 9.

ARLINGTON, Va. — The U.S. Navy’s top acquisition official said the service is focused on sustaining its shipbuilding industrial base and the shipyard workers, critical to avoiding the pain of losing the services of any yard and its highly trained work force.  

“The shipyard workers in that workforce are valuable members of our shipbuilding community and have built great ships and built them well for our Navy,” said James F. Geurts, speaking July 30 to reporters during a teleconference, responding to a question from Seapower about the Austal USA shipyard in Mobile, Alabama, whose production of Independence-class littoral combat ships and Spearhead-class expeditionary fast transport ships will end in the next few years. 

“I am absolutely interested in ensuring that we don’t lose large chunks of the industrial base such as that shipbuilder or others.”  

Geurts said that “restarting an industrial base that you lose is really hard, really painful, and takes a long time. We are absolutely focused on ensuring we do not lose an industrial base because we don’t have the time or resources to re-generate it later when we need it.” 

He emphasized the value of the Defense Production Act in shoring up the industrial base. “We’ve been working with Austal to enhance their capabilities to be able to be effective for future ships,” he said. “So that work is ongoing as a shared activity between the Navy and the shipbuilder there.” 

He also pointed to the current stimulus bill draft in Congress, noting that “there is certainly opportunity there to look for key capabilities that we can build in the near term that allows us to bridge to future needs.”  

Geurts said he was optimistic about the future of shipbuilding for the Navy, including for Austal. 

“For the entire shipbuilding community, it’ a heck of an exciting time here,” he said. “We have a lot of new ship types that we want to go build, both manned and unmanned, so the critical activity from my perspective is ensuring we’ve got the industrial base — both at the shipbuilder and the supplier — ready to go so we can pivot and continue to expand the number and types of ships we’re building and drive the cost out of those ships.” 

ARLINGTON, Va. — The Defense Advanced Research Projects Agency (DARPA) is developing two concepts of operations for unmanned ships and other watercraft, the agency’s acting director said July 30. 

DARPA, which successfully developed what is called the Sea Hunter autonomous unmanned surface vessel, now operated by the U.S. Navy, is doing more work on autonomy and other crew-less technology. 

Peter Highnam, acting director of DARPA, who spoke to the Defense Writers Group at a webinar of the Project for Media and National Security of the George Washington University, said the agency is developing the Sea Train and the NOMARS (No Manning Required Ship) concepts. 

Under the Sea Train concept, a group of four or more unmanned vessels, either physically connected in trail or unconnected but sailing in formation, would be able to reduce the resistance of high sea states. They would be linked by command-and-control and navigation systems that could detach hulls for different missions and reassemble in trail or in formation.    

“How do we find a way involving [artificial intelligence] or autonomy?” Highnam asked rhetorically. “How do we put three or four hulls very closely in trail through different sea states to really be very efficient? Think of bike racing, being … up close behind the guy up front. You have to be constantly tracking that. So, there are potentially huge wins in terms of fuel efficiencies in autonomous longhaul work.” 

The NOMARS program involves a vessel designed from the outset to need no accommodations for a crew. “If you were to design a vessel completely from scratch, with no intention of ever having people on it, including perhaps repair at sea, what would you do differently?” he asked. “What I like about is, does the notion of ‘up’ even matter? Think of no [air conditioning], no messing, no staterooms, it’s a very different place to be.” 

PASCOUGLA, Miss. — Halter Marine Inc., a company of ST Engineering North America, has been awarded the contract for industrial studies for the auxiliary general ocean surveillance ship (T-AGOS(X)) program, the company announced. 

The U.S. Navy awarded the $981,000 contract for the T-AGOS class series of vessels, which ultimately will replace the existing fleet of four T-AGOS 19 and one T-AGOS 23 small-waterplane area twin-hull (SWATH) ships. They are reaching the end of their service lives. The contract is for a 12-month study to perform trade-off studies and analyses of the Navy design.  

“We have designed, constructed and delivered more oceanographic research and surveillance vessels than any other single U.S. shipyard,” said Bob Merchent, president and CEO of Halter Marine. “In fact, we finished the T-AGOS 23, named the USNS Impeccable, in 1995. For generations, Halter Marine’s shipbuilders have proudly supported our armed forces, and we are honored to continue that tradition today.” 

Halter Marine has teamed with Gibbs & Cox as the ship designer. T-AGOS has a SWATH style design and is built to tow a surveillance towed array sensor system. The catamaran design prevents it from rolling in heavy seas. T-AGOS will be designed for a 30-year service life. 

“Gibbs & Cox has nine decades of designing naval ships, and we are excited about this partnership,” said Kevin Amis, executive vice president of operations. “We have assembled partners that have excellent performance records for capability and technology requirements of the T-AGOS program.”  

The Navy is expected to award the design detail and construction contract for T-AGOS in 2022 with an anticipated delivery of the first vessel in 2025. It is expected the design and construction contract will include one vessel and options for six others.

ARLINGTON, Va. — One of the most dangerous effects of the novel coronavirus is the inability to breathe on one’s own — requiring the help of a ventilator to push air through the lungs.  

Consequently, the severity of the COVID-19 pandemic has resulted in ventilator shortages, causing some hospitals to assign multiple patients to one machine, limiting effective treatment. 

To fight this threat, the Office of Naval Research (ONR) recently sponsored work to develop low-cost, easily built ventilator prototypes for both hospital and field settings, said Warren Duffie Jr., an ONR spokesman. The ventilators would be valuable in emergency situations involving large patient surges and a lack of life-sustaining equipment. 

“These ventilators could serve multiple naval scenarios,” said Dr. Timothy Bentley, a program manager in ONR’s Warfighter Performance Department. “Not just combat or tactical situations but also supporting humanitarian response during natural disasters and health crises. The ventilators can be constructed fast and are relatively simple to operate.” 

This effort involves ONR; ONR Global, the command’s international arm; and the University of California San Diego (UCSD). 

The prototypes are based on hand-held ventilators — composed of a mask and squeeze bag — used by paramedics to manually pump air into patients’ lungs. The UCSD team created enhanced ventilators with commercially available sensors, electronics and motors, allowing the machines to pump air automatically. The prototypes also can monitor whether air pressure is too high or low — a vital function, since dramatic pressure shifts can limit air flow and damage lung capacity.  

The partnership stems from a recent nationwide Department of Defense (DoD)-held Hack-A-Vent Innovation Challenge. Participants designed ventilators that could be built quickly with locally sourced commercial parts, rapidly prototyped and easily operated. 

Derek Ikehara — an ONR Global science advisor assigned to U.S. Naval Air Forces in San Diego — heard about the challenge and encouraged local performers to submit entries. One performer was Dr. James Friend, a UCSD engineering professor. Friend quickly assembled a team of engineering and medical students to build four prototypes using onsite manufacturing equipment and 3-D printers.  

Ikehara also contacted ONR’s Bentley, who agreed to sponsor the prototype development. 

“This was a remarkable success story that occurred within only a few weeks,” said Ikehara. “ONR provided the funding within days of my request, UCSD did all the design work in-house and the result was multiple ventilators ideal for surge support in a crisis.”  

The UCSD prototypes performed well during the Hack-A-Vent Innovation Challenge, finishing 22nd out of 172. UCSD currently is partnering with local manufacturing companies to produce the four ventilator types on a larger scale and distribute them to naval and civilian hospitals. 

“This is an inspiring example of how ONR and the Navy recognize urgent emergencies and fund innovative solutions,” Friend said. “They said, don’t worry about money — worry about solving the problem. This allows us to respond to a pressing need and make a difference in society.”