It will be a busy 2019 for the Littoral Combat Ships, with
six vessels set to be commissioned by the end of the year, a program official
said at Navy League’s annual Sea-Air-Space symposium on Wednesday.

Three of the commissionings — for LCSs 13, 16 and 18 — have already occurred
this year, with the commissionings of LCSs 15, 17 and 20 to follow in the
coming months, said Neal White, deputy program manager, Littoral Combat Ships.

In addition, LCSs 9 and 12 are set to transition to sustainment this year, and
there will be three keel layings: LCSs 25, 27 and 28.

The Navy is winding down the LCS program and plans to build a total of 33 ships
over the life of the program before transitioning to building the
next-generation frigate.

Dubbed the FFG(X), it was announced in Department of Defense request for
information in 2017, and the Navy has chosen five shipbuilders to submit
designs for a fleet of approximately 20 guided-missile frigates. The first ship
would be purchased as early as 2020, meaning that the current LCS design may be
modified to fit the new platform.

Lockheed Martin builds the Freedom variant of the ships (odd-numbered ships)
and Austal USA builds the Independence variant (even-numbered ships).

NATIONAL HARBOR,
Md. — The Navy Department is showing progress in its drive to increase
readiness and prepare its forces to “fight tonight and win,” Navy Secretary
Richard V. Spencer said May 8. But in a luncheon speech at the Navy League’s
annual Sea-Air-Space exposition, Spencer spoke directly to the defense industry
representatives in the audience, telling them: “We cannot do this alone.”

“We need the
support. We welcome the support of industry if we are going to increase readiness
and meet the operational demands of today and tomorrow,” he said. “Our goal is
true partnership,” based on the concept that “shared risk produces shared
rewards.” He offered industry “a clear line of sight to our needs and resources,
and industry understands that our security, stability and prosperity rely on
ready and combat-capable forces that are capable of projecting naval power. …
We must work together to provide solutions to our challenges.”

The secretary
noted the message he has presented in congressional hearings that the
department‘s budget “we truly believe is prioritized on a strategy-driven,
balanced approach, building on prior investments, while sustaining the
industrial base and maintaining our competitive advantage as we transition to a
more cost-imposing, survivable and affordable future force.”

The process is
showing results, he said, noting that when he took office the readiness rate of
the Navy and Marine Corps F/A-18 Hornets was “abysmal. “Today, the Navy is
tipping at 70% mission-capable rates, and the Marine Corps is in the high 70s,”
he said. He also mentioned a major program that has been accelerated two years
ahead of its original schedule, but he did not name the program.

“Our vision is for a more agile, sustainable and superior force.”

Secretary of the Navy Richard V. Spencer

“We are getting
after these issues and readiness is increasing daily,” he said. The goal now is
“to increase our velocity.”

As part of its
reform of the acquisition processes, Spencer said, “we’re migrating from a
culture of risk eradication to understanding and managing risk,” while
conceding that completely eliminating risk is “unaffordable.” And referring to
the results of the investigations into the two fatal at-sea collisions of Navy
destroyers last year, he said the fleet was moving from a culture of
“normalization of deviation” from standards to increased focus on performance
and safety.

At the end,
Spencer said, “Our vision is for a more agile, sustainable and superior force. …
We want to be able to dominate future conflicts from the seafloor to space, in
blue waters, littorals, mountains and desert, and also throughout the
information domain.”

NATIONAL HARBOR, Md. — The Coast Guard has faced a challenging year — and going forward the sea service will continue to emphasize the importance of increasing resources in the Arctic, said Commandant Adm. Karl Schultz said May 8 during Sea-Air-Space 2019 here.

The service released a new Arctic Strategic Outlook in
April, which updated the same report from six years ago that highlighted the
shortfalls the service faces in the ever-evolving region.

“We were trying to be honest with the report, … be bold
enough and frank and be candid enough with what the circumstances are,” Schultz
said.

The service has a full-time presence, District 17 in Juneau,
Alaska, but have never had a full-time base in the Arctic. Over the past decade-plus,
the Coast Guard has upped the rhetoric on the need to increase funding for
resources in the region. This is starting to come into fruition, as the Coast
Guard has begun to recapitalize its dated icebreaking fleet.

In April, the service awarded a $745 million design and
construction contract to Pascagoula, Mississippi-based VT Halter Marine Inc. to
begin building the next heavy icebreaker for the service. The Coast Guard now
only has one, Polar Star, that is more
than four decades old and suffering from increased mechanical issues and missed
time at sea due to it.

Schultz added that the new icebreakers will have unmanned
systems and a helicopter on them. The current fleet does not have either of
these capabilities.

The commandant said the lack of resources, such as
icebreakers able to operate in the Artic, keeps him up at night. But the new
heavy icebreaker is expected to be ready by fiscal 2024, at the latest, though Schultz
acknowledged there will be challenges in filling in the gap between that cutter
coming online and keeping Polar Star operating.

“We are working on how we bridge this gap,” he said.

The service also has plans to build six new icebreakers — three
heavy ones and three medium capability — over the next two decades.

Schultz said the Arctic is competitive economically as well
as for national security. As sea lanes there open for longer periods due to melting
sea ice from climate change, cruise ship activity has increased, and commercial
ships are able to traverse through the former icy waters more frequently.

“It’s an increasingly dynamic portion of the world. How do
we innovate and adapt to the region?” the commandant said.

Schultz noted that the conversation is expanding regarding
the Arctic. Congress is paying more attention, and the Defense Department conducted
extensive exercises there earlier this year.

“How do we speak with a unified voice up there?” he said.

Part of the new Arctic Strategic Outlook states the Coast
Guard will look to strengthen partnerships, address emerging demands in maritime
law enforcement there and advance and modernize the Arctic’s marine
transportation system.

NATIONAL HARBOR, Md. — Rear Adm. Danelle Barrett began her May 8 presentation at Sea-Air-Space 2019 with a cost comparison. A Gerald R. Ford-class aircraft carrier costs some $13 billion, she said. A troublemaker can build a capable hacking device that could disrupt systems on a Ford carrier and potentially every other U.S. Navy platform, for about $9.97.

Given that Navy
computers rely on the same off-the-shelf providers as industry and the bad guys,
Barrett described how she is doing what she can to ensure that data gets
delivered safely and quickly to who needs it, without fear of being encumbered
by attackers.

Navy ships have
“about 50 different systems” funneling data to commanding officers, Barrett
said, who in turn have a limited amount of random access memory “to figure out
what to do with all that.”

The Navy needs the
right infrastructure, with machines capable of using artificial intelligence
(AI) to sift through the stream of data and provide the most important facts.

As an example,
Barrett cited the considerations the carrier Abraham Lincoln’s commander and
crew would face when planning a trip through the Straits of Hormuz.

“Things are tense
with the Iranians. We want a safe transit,” Barrett said.

Every key player
on the Lincoln wants to know specifics relative to his or her own job, she
said.

“The navigator
needs to know, can I navigate safely through at [a given] course and speed. The
chief engineer wants … data on problems I might have with the plant. The
communications officer wants to make sure I don’t drive out of my satellite
footprint. The intel folks, those on tactical watch and battle watch, need it,
too. The last time [a carrier] went through, about 20 nautical miles away, Iranian
UAVs came over to harass the ship,” Barrett said.

The Navy does not
have this capability — to provide data and ensure security to the lowest
possible element later — today, Barrett said. She also pointed out that
mischief likely would not manifest itself as some bold and splashy operation.

Rather, “They
would mess with the data just a little bit … just enough to make you make a
really bad calculation,” Barrett said. “It’s not going to be noticeable if it’s
coming from a very sophisticated adversary.”

Barrett is
spearheading a course that would have the right systems in place as quickly as
possible. Stove-piping of approval for new systems, or delivery of data, will
not work for her. The process will use “stuff that industry is doing,
leveraging the exact same products,” and will provide interoperability. The
Navy must be able to get its hands on the next fastest thing, get it installed
and have it functioning — before enemies upgrade their own capabilities.

“The environment
to the left of the boom is going to get more complicated,” she said.

Already, ships are
inundated with data from scores of sensors in and under the surface and in the
air, she said. Soon, thousands of such devices are going to be funneling such
information. Managing the data, Barrett said, will require ensuring that its
quality is as good as it can be. Commanders should be able to get what they
need within, say, a two-hour window of their next major milestone.

“If I could do that today, I’d have a huge
operational advantage,” Barrett said. “It’s a tall order. But we’ll get there.”

NATIONAL HARBOR, Md. — U.S and Canadian sea service officers
and industry leaders looked forward to more seamless coordination and better
times for shipbuilding, which one U.S. Navy vice admiral said was just recently
emerging from a “readiness divot.”

“We’d flirted dangerously, we had been shrinking the Navy
for 40-plus years,” said Vice. Adm. William Merz, a panelist in “The Future of
Shipbuilding” program here at Sea-Air-Space on May 7.

Fellow speaker Rear Adm. Casper Donovan of the Royal
Canadian Navy brought insight into Canada’s 20-year shipbuilding program. “It’s
a great time to be in shipbuilding. For the first time, we have a long-term
shipbuilding strategy,” Donovan remarked of Canada’s approach.

Could Canada be setting an example for its neighbors to the
south in the U.S. sea services, who are still dealing with the effects of automatic
spending cuts under budget sequestration? That word — sequestration — came up a
lot during the hour-long discussion.

But fiscal years 2019 and 2020 seem to be helping the U.S.
Navy turn the corner, Merz said. The 2020 shipbuilding plan that is “now on the
streets” stresses adaptability, efficiency and agility and includes funding for
the Navy’s purchase of two Gerald R. Ford-class aircraft carriers, CVNs 80 and
81, and funding for the Columbia class of nuclear submarines, among several
programs.

“We will pay for
Columbia class, a very expensive ship,” Merz added.

The shipbuilding news is also better for the U.S. Coast
Guard, of course, with its 6/3/1 cutter construction strategy well underway,
which fits under the National Defense Strategy, said another panelist, Coast
Guard Rear Adm. Douglas Schofield.

“We’re finally recapitalizing a good portion of the Coast
Guard fleet,” Schofield told the audience for the panel discussion, which was
moderated by Matt Paxton, president of the Shipbuilders Council of America, and
included Steve Eckberg of General Dynamics NASSCO.

The Coast Guard’s Schofield highlighted the construction of new station boats, the new fast-response cutters, the delivery of the eighth national security cutter, the start of construction on the first Heritage-class offshore patrol cutter and the new contract to build three new polar security cutters for the Arctic, an area of renewed focus for the Coast Guard.

“The partnership with industry is now more important than
ever,” he said.

All panelists agreed that the “boom/bust” cycle hurts
shipyards and private industry, because when the yards stand down from military
ship construction, it’s very hard to engage them again. They go out of business
or move on the construction of civilian-sector vessels.

NATIONAL HARBOR, Md. — In its second annual Maritime Gala the night of May 7, the Navy League honored awardees from the highest levels of the sea services, but also dedicated the night to the often unsung work of sea service spouses.

The night’s keynote speaker, retired Chief of Naval
Operations Adm. Jonathan Greenert, pointed out that numerous military support
organizations were founded by spouses, like Operation Gratitude and the Semper
Fi fund, and he urged audience members to remember these organizations’
important work in their annual giving.

“Our sea services and our families would be hard-pressed to
function without sea service spouses … and they do it time after time,” Greenert
said.

He focused his speech on the importance of retaining the
public’s trust in the institution of homeland security and the military. Greenert
noted that many other pillars of American life are losing ground in Americans’
confidence, like the government or clergy, but the military is earning its spot
as an exception to that rule.

“The American public needs and deserves an institution that
we trust.”

He also acknowledged the service of Navy League National President Alan Kaplan, who is in the last few months of his term leading the organization in support of the sea services.

“The national president of the Navy League, the title, is
really the ultimate volunteer position,” Greenert said. “It’s a gift to those
of us in the sea services.”

The show featured an awards program, bestowing the Adm.
Arleigh Burke Leadership Award to Chief of Naval Operations Adm. John M. Richardson,
where he was given the award by his wife, Dana Richardson, who gave the award
to her “high school sweetheart and best friend.”

Richardson played an important role in another organization
awarded the evening of May 7. The Navy League gave its first-ever Sea Service
Spouse Organization Award to Naval Services FamilyLine, where Dana Richardson
serves as an ambassador.

The award, which was given by Ellyn Dunford, a long-time advocate for military spouses and wife of the chairman of the Joint Chiefs of Staff, Marine Corps Gen. Joseph Dunford, was accepted by FamilyLine chair Leanna McCollum, who acknowledged her organization’s long history of volunteers that have kept it strong.

“It wouldn’t be possible to be here tonight without the
support of the countless number of volunteers both now and since 1965,” McCollum
said.

In a surprise announcement, Navy League Executive Director Mike Stevens, retired Master Chief Petty Officer of the Navy, gave Naval Services FamilyLine a check for $10,000.

Head of corporate citizenship for First Data, Dr. Vivian Greentree, also a military spouse, gave out the night’s second award, the Theodore Roosevelt Award, to Bruce Mosler, chairman of global brokerage at Cushman & Wakefield. He is an advocate for the veteran and military spouse community, focusing his efforts on the 100,000 Jobs Coalition, now the Veteran Jobs Mission.

The night included performances by the Marine Corps Silent Drill Platoon and closed with a trio of country music stars, including Chuck Wicks, the Navy League’s first goodwill ambassador; Mark Wills; and Lonestar’s Richie McDonald.

NATIONAL HARBOR, Md. — The Navy and industry must do a better job at collaborating and monitoring progress throughout the entire acquisition process if the service hopes to improve how acquisition is done, a panel said at Navy League’s annual Sea-Air-Space symposium May 7.

Vice Adm. Nicholas Hine, 2nd Sea Lord with the Royal British Navy, said there is a need to monitor industry partners throughout the acquisition process, as “too often” the government just hands money to them and doesn’t check up, opting to deal with problems late in the acquisition process when major changes might need to be made.

Rear Adm. Michael Johnston, Coast Guard deputy commandant for mission support, said that both sides need to focus on the end mission goal.

“We always vet a team on the contractor side and really are with them every day,” he said. “We’re part of the risk meetings. That’s how we get at where we are in a program at every given time, and monitor the program early and often so we make minor adjustments.”

Vice Adm. Michael Moran, the Navy’s principal military deputy assistant secretary of the Navy for research, development and acquisition, said that the Navy needs to focus on real-time decision-making. He said that’s what happened in the Long Range Anti-Ship Missile program — a program that would normally take eight to nine years to field that only took four years as a result.

“Robust engagement between industry and government teams, sharing the models, enabling real-time decision-making — that’s a must for us,” Moran said. “That’s just a must.”

NATIONAL HARBOR, Md. — Being flexible while raising families
in an ever-changing environment continues to be a high priority for military
spouses, the spouses of top sea service officials said May 7.

The panel of spouses at Sea-Air-Space 2019 discussed
their experiences in dealing with the challenging but rewarding life of being
married to members of the military.

“It’s an adventure,” said Dana Schultz, wife of Commandant
of the Coast Guard Adm. Karl L. Schultz. Throughout their military careers, the
Schultzes have moved 21 times — an enormous challenge when you have five children
to raise.

“Four out of five of our kids would recommend this
way of life,” Dana Schultz said. “So, I think we were pretty successful
overall showing them the positive in this crazy life of ours.”

Constantly moving to new places around the world still can
be tough for kids and spouses, but Ellyn Dunford, wife of the chairman of the
Joint Chiefs of Staff, Marine Corps Gen. Joseph Dunford, said she believes the
best solution to fighting those challenges is making the best of your
situation.

“Bloom where you are planted,” Ellyn Dunford
said. “If you want to be miserable in life, you will be miserable. … It’s all
what you make of it. Are you going to look for opportunities that will help
satisfy whatever need is not being answered by the problem you are facing right
now?”

NATIONAL HARBOR, Md. — The U.S. Coast Guard’s maritime security response teams (MSRT) continue to evolve, as the service looks to make them more effective and expand their capabilities.

The mission of the teams — one is based in San Diego, California,
and another is in Chesapeake, Virginia — is tactical, as MSRT is a ready
assault force, whose members are trained in maritime security, law enforcement
boarding procedures, force protection and environmental hazards response within
a tactical law enforcement operation. The teams also combat chemical,
biological, radiological and nuclear threats posed to the United States.

Lt. Jake Tronaas, Direct Action 6 team leader, Maritime Security
Response Team West, said his team is working on a more robust working
relationship with U.S. Indo-Pacific Command and other Department of Defense
agencies.

“In the last few years, our mission set has changed,” Tronaas
said.

Once focused primarily on issues related to San Diego, his team
now focuses on vast counter-terrorism responses and is responsible for an area
from Alaska to Australia.

Tronaas said his unit recently completed three weeks of training
in Alaska, in preparation for response potential incidents in the Arctic.

“We definitely need to work on being prepared to cover our
operational area,” he said during the Navy League’s annual Sea-Air-Space exposition.

The U.S. Department of Homeland Security agency team stays consistent
in terms of operations throughout the year, but sees a slight uptick in the
summer months, as more events, such as United Nations meetings along with presidential
and Coast Guard commandant missions, occur.

The team also recently transitioned to a maritime security
response team from the maritime safety and security team, allowing them to
focus on additional legacy anti-terrorism missions that predate the Sept. 11,
2001, terrorist attacks. 

“This
is a consolidation and will make us and the Coast Guard more efficient,”
Tronaas said.

NATIONAL
HARBOR, Md. — Using the congressionally approved Other Transaction Authority
with the Marine Corps Systems Command, Raytheon will integrate the Naval Strike
Missile (NSM) into the Marine Corps’ existing force structure.

In recent
years the Corps has determined a need to field an anti-ship missile to defend
its forces ashore and the fleet that supports them.

Randy
Kempton, Raytheon’s NSM program director, briefing reporters at the Navy
League’s Sea-Air-Space exposition here, was not at liberty to discuss which
platforms would deploy the NSM. He did say the Corps had a lot of integration
options and that the missile would be the same as the one on order with the U.S.
Navy.

The Navy has
selected the Naval Strike Missile for its littoral combat ships and
new-generation guided-missile frigate.

The NSM is a fifth-generation
long-range precision-strike cruise missile originally designed by Kongsberg. A
mobile, land-based version is deployed with the coastal defense forces of
Poland.

The missile
is produced “in partnership with Norway and its defense leader Kongsberg,” a
May 7 Raytheon release said. “The Marine Corps’ selection of the Navy’s
anti-ship missile enhances joint interoperability and reduces costs and
logistical burdens.”