ARLINGTON, Va. — Defense Secretary Mark T. Esper is set to meet Nov. 25 with top U.S. Navy officials to discuss the way ahead in the wake of Secretary Richard V. Spencer’s sudden departure, a Pentagon spokesman said in a statement. Esper has proposed a retired Navy admiral to replace Spencer. 

Esper is meeting with Navy Undersecretary Thomas Modly, who is the acting civilian chief of the sea service, and Chief of Naval Operations Adm. Michael M. Gilday, Pentagon spokesman Jonathan Hoffman said in the release.  

Esper “has asked for the resignation of [Spencer] after losing trust and confidence in him regarding his lack of candor over conversations with the White House involving the handling of Navy SEAL Eddie Gallagher,” Hoffman said.  

“I am deeply troubled by this conduct shown by a senior DOD official. Unfortunately, as a result, I have determined that Secretary Spencer no longer has my confidence to continue in his position. I wish Richard well.”

Defense Secretary Mark T. Esper

Chief Special Warfare Operator Edward Gallagher was tried by court martial for 10 crimes, including murder, allegedly committed during operations in Iraq, but was acquitted of the charges in July except for one count of posing for an unofficial picture with a human casualty, for which he was reduced in rank to petty officer first class.  

In a Nov. 24 tweet, President Trump said he “was not pleased with the way that Navy Seal Eddie Gallagher’s trial was handled by the Navy. He was treated very badly but, despite this, was completely exonerated on all major charges. I then restored Eddie’s rank.” 

“After Secretary Esper and Chairman [of the Joint Chiefs Gen. Mark A. Milley] spoke with the commander in chief on [Nov. 22] regarding the case of Gallagher, Secretary Esper learned that Secretary Spencer had previously and privately proposed to the White House — contrary to Spencer’s public position — to restore Gallagher’s rank and allow him to retire with his Trident pin,” the Defense Department release said. 

“When recently asked by Secretary Esper, Secretary Spencer confirmed that despite multiple conversations on the Gallagher matter, Secretary Esper was never informed by Secretary Spencer of his private proposal,” the release said. 

“Secretary Esper’s position with regard to [Uniform Code of Military Justice], disciplinary and fitness-for-duty actions has always been that the process should be allowed to play itself out objectively and deliberately, in fairness to all parties. However, at this point, given the events of the last few days, Secretary Esper has directed that Gallagher retain his Trident pin.” 

“I am deeply troubled by this conduct shown by a senior DOD official,” Esper said. “Unfortunately, as a result, I have determined that Secretary Spencer no longer has my confidence to continue in his position. I wish Richard well.” 

Spencer, who assumed office in July 2017, is a former Marine Corps helicopter pilot and business leader who worked to change the culture of the Navy and its business practices and warfighting readiness. He became frustrated with ongoing delays with the aircraft carrier USS Gerald R. Ford and its progress toward fleet service. Spencer openly criticized the Navy, congressionally imposed cost caps and the builder of the carrier, Huntington Ingalls, for the problems with the ship’s advanced weapons elevators. 

Trump said in the Nov. 24 tweet that he was disappointed with Spencer’s failure to address cost overruns from the contracting procedures of previous administrations.  

In his Nov. 24 resignation letter, Spencer said, “The rule of law is what sets us apart from our adversaries. Good order and discipline is what has enabled our victory against foreign tyranny time and again, from Capt. Lawrence’s famous order, “Don’t Give up the Ship,” to the discipline and determination that propelled our flag to the highest point on lwo Jima. The Constitution and the Uniform Code of Military Justice are the shields that set us apart and the beacons that protect us all. Through my Title 10 authority, I have strived to ensure our proceedings are fair, transparent and consistent, from the newest recruit to the flag and general officer level. 

“Unfortunately, it has become apparent that in this respect I no longer share the same understanding with the commander in chief who appointed me. In regards to the key principle of good order and discipline, I cannot in good conscience obey an order that I believe violates the sacred oath I took in the presence of my family, my flag and my faith to support and defend the Constitution of the United States.” 

In his resignation letter, Spencer continued: “The president deserves and should expect a secretary of the Navy who is aligned with his vision for the future of our force generation and sustainment. Therefore, with pride in the achievements we’ve shared and everlasting faith in the continued service and fidelity of the finest Sailors, Marines and civilian teammates on earth, I hereby acknowledge my termination as United States secretary of the Navy, to be effective immediately.” 

Esper proposed to Trump that Ambassador Kenneth J. Braithwaite II, current ambassador to Norway and a retired Navy Reserve rear admiral, be considered as the next Navy secretary. Braithwaite is a former naval aviator who flew P-3 maritime patrol aircraft and who later became a Navy public affairs officer. 

ARLINGTON, Va. — The continuing resolution currently in effect instead of an enacted fiscal 2020 budget already is taking a toll on the readiness of U.S. Navy units and acquisition plans, with two ship overhauls delayed indefinitely and more to come unless Congress acts soon, Navy officials said.  

Seven weeks into fiscal 2020, a CR is limiting Navy budget expenditures to 2019 levels, the sole year in the last decade in which the defense budget was enacted on time. When a CR is in effect, not only are expenditures and production orders limited but no new programs can be started. 

Inefficiencies also are induced that complicate government and industry planning, cause cash-flow problems and add costs to programs. The cascading effects include uncertainty in hiring workers and ordering materials. The uncertainty of the duration of the CR magnifies the problems for planners. 

“The No. 1 impact of a CR is instability,” said James F. Geurts, assistant secretary of the Navy for research, development and acquisition, who spoke with Thomas W. Harker, assistant secretary of the Navy for financial management and comptroller, at a Nov. 15 media roundtable in the Pentagon. “It makes all your work unstable and inefficient.” 

Geurts said the Navy has had to postpone indefinitely the overhauls — called “availabilities” by the Navy — of two Arleigh Burke-class guided-missile destroyers, USS Bainbridge and USS Gonzalez, which were supposed to start on Nov. 7 and Nov. 8, respectively.  

Burned by many years of CRs, the Navy has learned to plan few new program starts for the first quarter of a fiscal year to reduce the impact of a CR. 

Geurts presented an analysis of the effects of the six-month CR and a year-long CR to reporters. A six-month CR would force the Navy to delay the procurement of one Virginia-class submarine, one Navajo-class towing, salvage and rescue ship and two utility landing craft and the start of the refueling and complex overhaul (RCOH) of the aircraft carrier USS John C. Stennis. It also would delay the production of 32 new training helicopter systems, 22 F-5 adversary jets, five F-35C strike fighters and three MQ-9 Reaper UAVs, the latter for the Marine Corps. The CR also would create a cash shortfall of $1 billion for maintenance, equipment and spare parts and delay 17 new-start research, development, test and evaluation (RDT&E) projects. 

“The No. 1 impact of a CR is instability.”

James F. Geurts, assistant secretary of the Navy for research, development and acquisition

A year-long CR would delay all of the above plus the completion of five ships; the start of the FFG(X) frigate program; the procurement of a KC-130J tanker aircraft; more than 500 weapons; and another seven RDT&E projects, plus 33 military construction projects. 

The RDT&E projects delayed would include new unmanned systems planned for the fleet such as the Large Unmanned Surface Vessel, Conventional Prompt Strike, Artificial Intelligence development, surface and shallow-water mine countermeasures development, and digital warfare. 

The one-year CR would restrict operations and maintenance with a shortfall of about $5.6 billion, which would result in the cancellation of 14 ship availabilities; shut down nondeployed carrier air wings and expeditionary squadrons; reduced flight hours for aircraft and steaming days for ships; delays in repairs of hurricane-damaged bases; and delays in Marine Corps unit training and exercises.    

Geurts said the top three procurement programs that would be impacted by a CR would be the new Advanced Helicopter Training System, the FFG(X) and the RCOH of the USS John C. Stennis. 

Geurts said the Navy has some flexibility to deal with anomalies in the budget to shore up some programs. The sea service is working on plans to keep the Columbia ballistic-missile submarine program from being affected and to start the construction program in 2021 on time despite the CR. 

The Columbia is the Navy’s top procurement priority.

WASHINGTON — The Pentagon’s head of operational test and evaluation said the earliest the F-35 Lightning II strike fighter’s Initial Operational Test and Evaluation (IOT&E) could resume is mid-2020, when the Joint Simulation Environment is ready. That evaluation, paused earlier this year, must be completed before full-rate production of the F-35 can be approved.  

The full-rate production decision likely will be delayed until early fiscal 2021. The Defense Department is planning for low-rate initial production through Lot 14 of the F-35. Under low-rate production, more than 458 F-35s of all three variants have been fielded so far. The F-35A and F-35B have flown in combat.    

“So far the JOTT [Joint Operational Test Team] has conducted 91% of the open air test missions, actual weapons employment, cybersecurity testing, deployments and comparison testing with fourth-generation fighters, including the congressionally directed comparison test of the F-35A and the A-10C,” said Robert Behler, the Pentagon’s director of operational test and evaluation, testifying Nov. 13 before a joint hearing of the Readiness and Tactical Air and Land Force subcommittees of the House Armed Services Committee. “IOT&E events have assessed the F-35 across a variety of offensive and defensive roles.  

“Operational suitability of the F-35 fleet remains below service expectations,” Behler said. “In particular, no F-35 variant meets the specified reliability or maintainability metrics. In short, [for] all variants, the aircraft are breaking more often and are taking longer to fix. However, there are several suitability metrics that are showing signs of improvement this year.  

“There are two phases of IOT&E remaining,” he said. “The first is electronic warfare testing against robust surface-to-air threats at the Point Mugu [California] Sea Range. The other is testing against dense surface and air threats in the Joint Simulation Environment [JSE] at the Naval Air Station Patuxent River [Maryland]. I would approve the start of these tests when the necessary test infrastructure is ready.  

“The Joint Simulation Environment is essential,” he said. “The JSE is a man-in-the-loop synthetic environment that uses actual [F-35] aircraft software. It is designed to provide scalable, high-fidelity, operationally realistic simulation. I would like to emphasize that the JSE will be the only venue available other than actual combat against peer adversaries. To adequately evaluate the F-35, due to the inherent limitations of open-air testing, these limitations do not permit a full and adequate test of the aircraft against the required types and density of modern threat systems, including weapons, aircraft, and electronic warfare that are currently fielded by our near-peer adversaries. Integrating the F-35 into the JSE is a very complex challenge, but is required to complete IOT&E, which will lead to my final IOTE report.” 

The current schedule indicates that the JSE will not be ready to start final phase of operational testing until July [2020], he said.    

Behler said that his organization has been closely with the F-35 Joint Program Office and the Naval Air Systems Command at Patuxent River to determine when the JSE will be ready. There are enormous challenges and there are a lot of unknown unknows still out there.  

“I do believe the JSE development — the “F-35 in a Box” integration into JSE — is on track,” said Lt. Gen. Eric T. Fick, program executive officer for the F-35, who also testified at the hearing.  

The F-35 in a Box is the simulation of the aircraft and its sensors that fits in the JSE.  

“To put it in context, we’re not only integrating the F-35 in a Box into this environment, we’re also integrating all of the blue and red threat vehicles — ground systems, airborne systems, weapons, electronic warfare — and all of the things that you need to bring a full 8-on-8 [aircraft] or greater scenario to life in a synthetic environment,” Fick said. “We’re trying to come as close to a combat environment without putting iron in the sky.”

ARLINGTON, Va. — The admiral in charge of undersea warfare requirements said the Harpoon anti-ship missile will be returning to the submarine force next year, restoring more lethality to the sub force. 

“I am happy to report that we will have the first refurbished [Harpoon] missiles delivered to the fleet in FY21,” said Rear Adm. Thomas Ishee, director of undersea warfare in the Office of the Chief of Naval Operations, speaking Nov. 7 at the Naval Submarine League’s annual symposium in Arlington. 

In a demonstration in the 2018 Rim of the Pacific exercise, a Harpoon was fired from the Los Angeles-class attack submarine USS Olympia at a target ship, the first time one was fired from a U.S. Navy submarine since the UGM-84A Harpoons were withdrawn from the force in 1997. 

The UGM-84A is encapsulated to be fired from a torpedo tube and has a rocket booster to propel it above the surface of the water and into flight.

ARLINGTON, Va. — The admiral in charge of undersea warfare requirements said the U.S. Navy’s next-generation attack submarine (SSNX) will be revolutionary, not evolutionary. 

“We run up against the design margin of the Virginia class, and we will need a new submarine capable of carrying [payloads] and is capable of pacing the threat,” said Rear Adm. Thomas Ishee, director of undersea warfare in the Office of the Chief of Naval Operations, speaking Nov. 7 at the Naval Submarine League’s annual symposium in Arlington.

See: Admiral in charge of procuring sub missiles praises Trident’s motor.  

The NSSN “will have improved mobility — think speed and stealth, both not ‘or,’” Ishee said. “It will have improved lethality — think magazine size and payload integration. It will have some levels of artificial intelligence to increase the warfighter decision space. It will have improved survivability, able to take a punch and still carry out the mission.” 

The admiral said the Navy has studies — “two starting now — to really inform our requirements process,” noting that the top-level requirements will be determined over the next year. 

Ishee said the timetable for the SSNX is not clear yet. 

“Since the end of the Cold War we have been making evolutionary changes to our SSNs,” he said. “The theme for SSNX is to look at revolutionary changes, so we are accelerating in the direction of a new class of fast-attack submarine.” 

In an earlier briefing, Rear Adm. Scott Pappano, the Navy’s program executive officer for the new Columbia-class ballistic-missile submarine, said that the SSNX, not the Columbia, will be the class that will feature automation that will significantly affect crew size of a submarine.

ARLINGTON, Va. — The admiral in charge of procuring and sustaining the U.S. Navy’s submarine-launched ballistic missiles (SLBMs) has praised the reliability of the Trident missile’s rocket motor, a critical factor in the credibility of the U.S. strategic nuclear deterrent.

See: Navy’s next-gen attack submarine will be revolutionary, not evolutionary, admiral says.  

Vice Adm. Johnny Wolfe, director of Strategic Systems Programs, speaking Nov. 7 at the Naval Submarine League’s annual symposium in Arlington, said all of the five Trident missiles fired during tests and demonstrations in preceding 12 months “flew exactly as they were supposed to” and he noted that in one of the missiles the three rocket motors were almost 27 years old.  

“From a health perspective, our system is doing very, very well,” Wolfe said. 

“We are the only people that use the 1.1 [highly detonable] propellant,” he said. “There is no need to change that [for the next-generation Trident D5LE2 version]. We’re going to continue on producing those rocket motors because, if you look from a reliability perspective, that is the base contributor. We’re not going to change that. 

“We have seen no real degradation in our motors at all,” he said. “We have understanding of the properties of these motors if we see some type of gradual degradation. But what we are focused on is never being at that point, which is why we continue to produce the motors. We take older motors out as we can and [replace them] with newer ones.” 

The Trident SLBM is built by Lockheed Martin and deployed on Ohio-class ballistic-missile submarines and will be deployed on the future Columbia-class ballistic-missile sub.

ARLINGTON, Va. — The commander of the U.S. Navy’s submarine forces said the sub fleet has focused on battle readiness in view of the current era of great power competition and is taking steps to increase its effectiveness, speed of technological development and integration with the larger Navy.  

“Undersea warfare, which underpins the survivable piece of strategic deterrence, is truly one of the last asymmetric advantages we have,” Vice Adm. Charles A. “Chas” Richard, commander of Submarine Forces, said Nov. 6 at the Naval Submarine League’s annual symposium here. “We have to earn the ability to say that. It is the thing our competitors have no answer for, although they’re working awfully hard to come up with one.” 

“Undersea warfare, which underpins the survivable piece of strategic deterrence, is truly one of the last asymmetric advantages we have.”

Vice Adm. Charles A. “Chas” Richard

“Part of that advantage lies in the inherent stealth of our platforms, something we have to guard very jealously and can’t take for granted,” Richard added. “But we’re going to have to be more innovative. We’re going to have more initiative, [in] the submarine force, across the Navy, across academia, across the defense industry.” 

Noting that the ability to avoid detection in the acoustic and electronic radiation realms is a submarine’s greatest asset, Richard said that “we need to add ‘disturbance of the environment’ as a way in which adversaries may be able to detect submarines in the future, such as wake detection. 

“We are never going to periscope depth again unless we want to,” he predicted.    

“One of the biggest challenges we still face in this nation today is that we are not fast enough in our ability to adapt,” the admiral said. “We’re just too slow, whether it’s rigorous development and testing of concepts or the enterprise-wide ability to feed technology at fleet-scale.”  

Mentioning the success of the U.S. space program in achieving the moon landing in 1969 only two and a half years after the disaster of the Apollo I fire, Richard said: “We have got to get back to a world where we can move at that kind of speed.” 

“A submarine force is more than a collection of boats,” he said. “When we go into battle it is the entire Navy that goes, not just submarines. I need every other piece of the Navy to be at the standards that my fleet can go to today.” 

Richard said the submarine force has established an aggressor squadron to assess the threat and present realistic threat simulation. He also is fostering competition between submarine crews. 

“We’re getting spectacular results,” the admiral said. “You ought to see what happens when you put two boats against each other head-to-head in an attack center. The book goes out the door in about the first five minutes. It’s a furious type of tactical development that’s going on.” 

“I could not be more proud of the submarine force and what they have accomplished in a little over a year, after they got the order to pivot to warfighting readiness,” he said. “In a word, it has been breathtaking to watch how the fleet responded to this. But we’re not done.”

The U.S. Navy is taking some new initiatives
to sustain the ships of its busy fleet, including additional oversight, new
contracting strategies, shipyard workload stability and capital investment in
shipyard infrastructure.

The initiatives are focused on getting ships and submarines through their maintenance periods on time and back to the fleet to meet the requirements of combatant commanders. As the fleet — run hard by decades of war or crisis — grows in numbers, the challenge becomes greater.

Check out the digital edition of November’s Seapower magazine here. 

In an Aug. 23 release, James
Geurts, assistant secretary of the Navy for research, development and acquisition,
announced that the Department of the Navy was establishing a new deputy
assistant secretary of the Navy for sustainment (DASN-S) to develop, monitor
and, implement policy and guidance throughout the Navy who “will enable us to
better plan, program, budget and execute the Navy’s sustainment mission.” 

“Sustainment
is as critical as new construction to ensure the Navy is ready to deploy,”
Geurts added. “This position will allow us to improve and align the complex
drivers of maintenance and modernization completion — that in turn will
increase our output to the fleet. We have to get better, and this will help.” 

“We have grown the size of the naval shipyards from 33,850 [workers] to over 36,100 in the past three years. The goal was to get to 36,100 by the start of [fiscal 2020]; we actually got there a year early. That is good news, and that capacity is starting to yield some results to deliver the last eight of the last nine carriers [from maintenance] on time.”

Vice Adm. Thomas Moore, Naval Sea Systems Command

The
new DASN-S will have funding oversight and will “manage Navy and Marine Corps
sustainment and life-cycle management policies,” the release said. The new
position was authorized by Congress in the 2018 National Defense Authorization
Act. 

The new deputy “will help facilitate and
ensure we are putting the same level of aggressiveness into new tools, new ways
of doing business, new ways to contract for that effort, making sure that
they’ve got the full horsepower of the secretariat as [Naval Sea Systems
Command Vice] Adm. [Thomas] Moore’s teams execute that effort,” Geurts said in
an Aug. 23 media roundtable at the Pentagon, which Moore also attended.  

Moore said at the event that the Navy had been
focusing on building the workforce at its shipyards — necessary because the
backlog of ship maintenance occurred in part due to a shortage of skilled
workers.

“We have grown the size of the naval shipyards
from 33,850 [workers] to over 36,100 in the past three years,” he said. “The
goal was to get to 36,100 by the start of [fiscal 2020]; we actually got there a year early. That is good news,
and that capacity is starting to yield some results to deliver the last eight
of the last nine carriers [from maintenance] on time.” 

Moore said the Navy also is focused on getting
workers qualified more quickly by establishing learning centers. 

“Right now, what we are seeing is that [for]
the average worker — from the time we bring them in the door to the time they
are a productive person — we have cut the time in about half. … Even though
half my workforce has less than five years of experience, that trend is also
starting to turn in the right direction.” 

Moore also said the 20-year Shipyard
Infrastructure Optimization Plan (SIOP), implemented in March 2018 for aircraft
carriers and submarines in Navy-owned shipyards, has already “resulted in
significant investments in capital expenditures, great support from the Navy
and the budgets in ’18, ’19 and ’20 and great support from [Congress]. That is
a key enabler.” 

He pointed out that many shipyards are
hundreds of years old and the SIOP is engaged in building them into 21^st
century naval facilities by modernizing dry docks, replacing outmoded equipment
and improving workflow. In the 2021 budget proposal, the Navy plans to include an initiative
like SIOP to come up with creative ways to make capital investments in private shipyards.   

“We will look at dry-dock capacity, capital
expenditures, etc.,” Moore said. “It’s a little bit different to execute the
plan because, unlike in the public sector where we own everything and we can
budget for this, this [involves] individual private companies, and so, we’re
working with [Geurts] to come up with some creative ways as to how we could go
execute this. For instance, we could do like we do with small business
innovative research. The Navy would have a pool of money and, if industry came
to us with a good idea in their yard, maybe we could self-fund some of
it.”  

Geurts said that the Navy is looking at other
shipyards that could be certified for Navy work, even though they have no
current Navy contracts.  

The
Navy is also executing a Perform to Plan initiative that identifies performance
gaps and barriers to execution so they can be addressed to improve performance,
according to the Aug. 23 release. 

USS Boise Illustrates Submarine Upkeep Challenges

Moore spoke of submarine maintenance being the
toughest challenge, noting that the extensive delay in returning the Los
Angeles-class attack submarine USS Boise to service was “the poster child” of
that challenge. The Boise completed its last deployment in 2015 and lost its
dive certification in 2017. He said the Boise delay caused the Navy to
recognize that the sea service did not have enough shipyard capacity for its submarines.  

There are only two private shipyards capable
of handling work on nuclear-powered submarines: Huntington Ingalls Industries’ Newport
News Shipbuilding in Virginia and General Dynamics Electric Boat in
Connecticut. These companies are occupied with construction of new submarines.  

“We were kidding ourselves that we could get
the work done,” Moore said. “In many ways, Boise caused us to really take a
hard look at what we needed to do in the naval shipyards and, also, caused us
to recognize that we would like to have some surge capacity in the private
sector, working with both Newport News and [Electric Boat] to give them work
when it makes sense. We have had some challenges with them the first time for
them to do submarine maintenance work in a long time. It is different than
building submarines. And so, they have had some proficiency challenges, which
we are working our way through.  

“We have to be careful that we’re not stepping
into the new construction lane with everything going on with Columbia [ballistic-missile
submarine] and [Virginia-class attack submarine] Block V, etc.,” he said.
“Newport News has expressed a very strong interest in developing a capacity to
do submarine sustainment over the long haul similar to what they do with carrier
maintenance today.” 

“In many ways, Boise caused us to really take a hard look at what we needed to do in the naval shipyards and, also, caused us to recognize that we would like to have some surge capacity in the private sector.”

VICE ADM. THOMAS MOORE

Moore said the Boise “will actually start at
Newport News probably in April 2020.” 

He explained that delays can be described in
terms of maintenance delay and idle time, the latter being the time a submarine
is idle awaiting the beginning of maintenance. Some idle time results when the
Navy squeezes more operational time out of a sub deployment, causing a boat to
miss its slot in the maintenance schedule. 

“What the data told us is that, if you
consider the variables to be idle time and maintenance delays, 80% of that was
due to the maintenance delays, and only about 20 percent of it was idle time,”
Moore said. “What we have focused on first from a systems standpoint is to fix
the maintenance delays and that is by growing the capacity of the shipyard.
We’re starting to see those maintenance delays [were cut] in half between ’18
and ’19 [and] the amount of workload carryover between what we saw at its peak
in ’16 to today has been reduced by 75%.” 

The idle time is coming down as well because
of the Navy’s initiatives — “down to about 1,800 total days of idle time, of
which 1,200 is Boise,” Moore said. “When you take Boise off the table, it’s
really relatively small and my expectation is that, by the end of fiscal ’20,
we will have no more idle time.”  

For the Surface Fleet, Enticing Private Yards to
Build Capacity 

In the private shipyards, where much surface
ship maintenance takes place, the Navy is working to entice growth in capacity.
Results so far are positive. 

“The data is getting better,” Moore said.
“Last year, we delivered 16% of our DDGs [guided-missile destroyers] on time.
“This year, it was up to about 40%, and we are forecasting that the next eight
DDGs will be on time.”

“Currently, 75% of the DDGs are on plan to
their life-cycle health assessment and, by 2023, we will have gotten the other
25% back on plan,” he added. “The [nuclear power community] have always been
very meticulous about staying onto the class maintenance plan. We’ve been a
little bit less rigorous on the surface side of the house probably over the
last 10 to 15 years, and we’ve paid the price for that.”  

Moore said that part of the success is
attributed to a new contracting strategy: “bundling [shipyard] availabilities
together so that they have an opportunity to project workload out,” enabling
shipyards to see the stability of enough work to cut costs and maintain the  workforce.

He said the Navy was not happy with the cost
and schedule performance of cost-plus contracts with a single company for five
years at a time. The service then switched to fixed-price contracts for one ship at a time, but
this made the private shipyards reluctant to hire additional workers when they
did not know if they would win the next contract. With the shipyard reluctant, hiring lagged behind the workload, resulting in delays in
delivery back to the fleet. Bundling fixed-price contracts is the new plan. 

Moore has been working with Geurts on bundling
availabilities together so that if a shipyard wins, it is “going to win
availabilities over a two-, three-, four-year period head-to-toe, then you’ve
got a stable plan and you can then go make capital investments in your plan,
and you can hire to have that workforce trained.”  

“My priority for the fleet is, ships come in on time, ships go out on time and they go out with all the work done.”

James Geurts, assistant secretary of the Navy for research, development and acquisition

Another factor in delayed delivery is having maintenance
plans that aren’t executable. Moore said that working with the fleets to
provide an executable, level-loaded plan for the shipyards, staying away from
overloading them, is yielding progress in tackling the workload.  

Moore
said that NAVSEA’s “partnership with the fleets has been as good as it has ever been in
the 25 years [that] I’ve been a maintenance provider.” 

The Navy also is reducing quality assurance
checkpoints by 50%, which will cut shipyards’ costs. Moore cited the example of
a DDG hull being painted at a Vigor shipyard adjacent to a commercial ferry also getting fresh
paint. Vigor’s president pointed out to Moore that painting the DDG cost four
times more and took twice as long as the ferry work — and the difference was the
Navy’s onerous checkpoints. The ferry’s painter also provided a warranty. Moore
said the Navy will conduct a pilot project this year with two ships under a
contract with a warranty. 

“In return, we’ll reduce the checkpoints, and
let’s see if we can get the cost and the schedule down,” Moore said. “There are
a number of things out there like that that, over years, we have just added
bureaucracy into the system that really doesn’t add any value to get the work
done.” 

Geurts, referring to the Navy’s 30-year
maintenance and modernization plan that supplements the 30-year shipbuilding
plan, said: “We’ve got to get those balanced up right so that we cannot only
deliver the capabilities needed but sustain them to provide the operational
commanders the capabilities they need.  

“My priority for the fleet is, ships come in
on time, ships go out on time and they go out with all the work done,” he said.
“The fleet uses the term ‘on time in full.’ So, my priority is getting
credibility in the system so that a fleet commander is confident when they turn
a ship over to us to go do the maintenance work that it comes out on time and
in full. 

“Part of the rigging for speed is not just
delivering in peacetime, it’s really getting prepared for wartime,” he said.
“Ready to me means ready tonight to fight and then ready for the fights that
are coming in the future. It’s not just about meeting a schedule or a budget
target. If we can’t do the peacetime stuff well with credibility, we’re really
going to struggle in wartime mode.” 

Geurts said that sustaining the lethality of the
fleet is a matter of maximizing availability, capacity and capacity, and “the
trick is getting those synchronized and mutually supporting, not competing. To
some degree, if you spend too much time worrying about new construction but you
don’t worry about maintenance, then you’re not maximizing that investment. If
all you are doing is worrying about maintenance and not tracking the costs and
trying to drive that cost down, you won’t have money to modernize and build new
things.”

ARLINGTON, Va. — The U.S. Navy’s top acquisitions official said all advanced weapons elevators (AWE) on the new aircraft carrier USS Gerald R. Ford will be operational by 18 months after post-delivery trials and testing begins and that a team of experts will be formed to carry over lessons learned as the AWEs are installed in each new carrier of the Ford class. 

James F. Geurts, assistant secretary of the Navy for research, development and acquisition, told media at an Oct. 28 Pentagon roundtable that Huntington Ingalls’ Newport News Shipbuilding will form a team of experts on the installation and repair of the AWEs that will carry over as the next three carriers (CVNs 79, 80 and 81) follow the Gerald R. Ford in construction. The Navy will form a team of AWE experts to certify the installation. 

The AWEs are one of five major technologies introduced on the Ford and have proven to be the most troublesome. The ship’s dual band radar, electromagnetic aircraft launch system and advanced arresting gear and new-design nuclear reactor are all doing well in trials, but the 11 AWEs — crucial to bringing ordnance up to the flight deck rapidly enough to provide the carrier’s design sortie generation rate — have proven difficult to install and operate. 

Geurts, who visited the Gerald R. Ford at sea on Oct. 27, said the Navy has certified the three upper AWEs (plus one utility or medevac elevator). Newport News Shipbuilding is working on the seven elevators that operate from the ship’s two weapons magazines.

He said that seven remaining AWEs will be installed and certified in sequence to allow access to both the fore and aft magazines to ensure that both are accessible as early as possible as redundancy develops. Three of the lower AWEs were exercised during the carrier’s first at-sea period this year while Geurts was visiting the ship in preparation for certification. 

The goal for the Navy is to have all 11 AWEs operational by the time the 18-month post-delivery trials and testing is completed in mid-2021. 

During the testing, the carrier will be put through several trials, including re-certification of its flight deck, the arresting gear, the catapults, fuel system and many other systems. 

During the recent trials attended by Geurts, the Ford’s propulsion plant was tested at full throttle. “The propulsion plant activities are looking pretty solid,” he said. 

Geurts said the Navy is building a full digital twin of the AWE and is building a land-based test site for it at Naval Surface Warfare Center Philadelphia to troubleshoot any AWE issues. He said that adjusting the AWEs for the next carrier, John F. Kennedy, will not require a huge amount of work.

WASHINGTON — The secretary of the U.S. Navy said the sea service is looking ahead to determine what the follow-on aircraft carrier design will look like, even as work continues to get the new USS Gerald R. Ford out to regular operations at sea. 

“With the [recent] two-carrier buy, what will the next carrier look like? We’re having discussions on that as we speak, and we will see what happens,” Navy Secretary Richard V. Spencer said, speaking Oct. 23 at the Brookings Institution, a Washington think tank. “I think we actually whiteboard this thing. What will it look like in 10 to 15 years? Is it a floating platform for electrically charged unmanned aircraft? I don’t know.”  

Spencer said the Navy is looking at the “lightning carrier” concept, deploying 20 F-35B Lightning II strike fighters on an amphibious assault ship. Recently the USS America operated in the eastern Pacific Ocean with 13 F-35Bs of Marine Fighter Attack Squadron (VMFA) 122, the Corps’ most recently equipped F-35B squadron. Earlier this year, USS Wasp operated for a short period with 10 F-35Bs of VMFA-121 on board.  

“My cost performance there is tremendous,” Spencer said. “Does it have the same punch? No, it doesn’t. But it has a very interesting sting to it.” 

Such lightning carriers would lack airborne early warning aircraft unless the Navy developed a capability for these smaller decks. The sea service is developing an aerial refueling tanker capability to be installed in the MV-22 Osprey tilt-rotor aircraft to refuel the F-35Bs. 

“With the [recent] two-carrier buy, what will the next carrier look like? We’re having discussions on that as we speak, and we will see what happens.”

Navy Secretary Richard V. Spencer

During the opening phase of Operation Iraqi Freedom in 2003, the amphibious assault ship USS Bataan operated as a “Harrier carrier,” equipped with two full squadrons of AV-8B Harrier II attack aircraft, which the F-35B is replacing, rather than the usual six aircraft. 

The concept might get a serious workout in a couple of years.   

“In 2021, you will see a Marine Corps F-35B squadron on the Queen Elizabeth, which we are very excited about,” Spencer said, speaking of the plan to operate a Marine Corps F-35B squadron alongside a British F-35B squadron on the new Royal Navy aircraft carrier.