navyairsea 042115

Naval Strategy and Posture in the Asia-PacificBy AdmirAl SAmuel J. lockleAr, commANder, u.S. PAcific commANd

Security eNviroNmeNt

The Indo-Asia-Pa-cific remains one of the most dynamic regions on earth. It is vital to U.S. economic and security interests, and activities in the region will shape much of our nation’s fu-ture. The region encom-passes 52 percent of the earth’s surface and is composed of 83 percent water and 17 percent land. Over half of the people on the planet reside on that 17 percent of land, and by the middle of the century, the Indo-Asia-Pacific region will potentially contain 70 percent of the world’s population. This high population density coupled with destabilizing factors such as natural disasters, climate change, ideological radicalism and population migra-tion will continue to put immense pressure on regional governments. Contained in the 36 nations in USPACOM’s area of responsi-bility are the world’s two largest economies after the United States (China and Japan), and five smallest economies. The region also contains the world’s most populous nation (China), the largest democracy (India), the largest Muslim-majority (Indonesia) and the smallest republic (Nauru). It contains seven of the 10 largest standing militaries, five nuclear nations and five of the United States’ seven mutual defense treaty alliances. The socioeconomic diversity and population density throughout the USPACOM area of responsibility (AOR) create strategic long-term challenges. These challenges include: political instability, social inequality, poverty,

F-35 Program UpdateBy Lieutenant GeneraL Christopher BoGdan proGram exeCutive offiCer f-35 LiGhtninG ii Joint proGram offiCe

The F-35 Lightning II is the Depart-

ment of Defense’s largest acquisition

program, and it is of vital importance to

our nation’s security. The F-35 will form

the backbone of U.S. air combat supe-

riority for decades to come. It

will replace the legacy tactical

fighter fleets of the Air Force,

Navy and Marine Corps with

a dominant, multirole, fifth-

generation aircraft, capable

of projecting U.S. power and

deterring potential adversaries.

For our international partners

and foreign military sales (FMS)

customers, who are participating in the

program, the F-35 will become a linchpin

for future coalition operations and will

help to close a crucial capability gap that

will enhance the strength of our security

alliances.

The F-35 program is executing well

across the entire spectrum of acquisition,

to include development and design, flight

test, production, fielding and base stand-

up, sustainment of fielded aircraft and

building a global sustainment enterprise.

It is indeed a very big, complex, rapidly

growing and accelerating program that is

moving in the right direction. Our overall

assessment is that the program is making

solid and steady progress on all aspects

and improving each day. However, this

is not to say the program does not have

risks, challenges and some difficulties, but

we are confident the program will be able

to overcome these problems and deliver

on our commitments. Today we will give

you a detailed update on the progress that

has been made over the past year, provid-

ing a balanced look at where the program

stands, pointing out both the accomplish-

ments and the setbacks.

DeveloPment

Let us begin by discussing the

development program. As you know, an

independent team conducted a thor-

ough technical baseline review

in 2010, which allowed for the

re-baselining of the development

and test program in 2011 after

breaching both the cost and

schedule thresholds Congress

put in place. Since that realistic

baseline was created, the pro-

gram has been executing to it for

the past four years—on cost and

on schedule.

Today, the program is nearing the com-

pletion of Block 2 software development

and is close to completing all flight testing

necessary to field our initial warfighting

capability, also known as Block 2B. This

block of capability will deliver to support

the U.S. Marine Corps’ initial operational

capability (IOC) this summer. Additionally,

the program has begun flight test with

our Block 3i software. We expect the 3i

software, which is the Block 2B capabil-

ity re-hosted on improved hardware, to be

ready by the end of calendar year 2015.

The U.S. Air Force will declare IOC with the

Block 3i capabilities between August and

December 2016.

The final block of F-35 development

program capability, known as Block

3F, is planned for delivery in the fall of

2017. The development of the software

supporting Block 3F has already begun.

However, because the program is still us-

ing the labs and test aircraft to complete

both 2B and 3i testing, the 3F software

has yet to begin flight testing. As a result

Continued on paGe 14 ➥Continued on paGe 17 ➥

AprIL 21, 2015WWW.NpeO-kMI.COM

Lt. Gen.Christopher Bogdan

Adm. Samuel J. Locklear

A PUblicAtion www.nPeo-kmi.com

plus:• SeCNAV

INNOVATION VISION

• BeTTer BUyINg pOWer INITIATIVe

21apr2015

EditorialEditor

Jonathan Magin [email protected]

Managing EditorHarrison Donnelly [email protected]

Copy EditorCrystal Jones [email protected]

CorrespondentsJ.B. Bissell • Kasey Chisholm • Catherine Day

Michael Frigand • Nora McGann

Art & DesignArt Director

Jennifer Owers [email protected]

Ads and Materials ManagerJittima Saiwongnuan [email protected]

Senior Graphic DesignerScott Morris [email protected]

Graphic Designers Andrea Herrera [email protected]

Amanda Paquette [email protected]

AdvertisingAssociate Publisher

Ed Crenshaw [email protected]

KMI Media GroupChief Executive Officer

Jack Kerrigan [email protected]

Publisher and Chief Financial OfficerConstance Kerrigan [email protected]

Editor-In-ChiefJeff McKaughan [email protected]

ControllerGigi Castro [email protected]

Trade Show CoordinatorHolly Foster [email protected]

Operations, Circulation & ProductionOperations Administrator

Bob Lesser [email protected]

Circulation & Marketing AdministratorDuane Ebanks [email protected]

CirculationDenise Woods [email protected]

Subscription InformationNavy Air/Sea

is published 50 times a year by KMI Media Group. All Rights Reserved.

Reproduction without permission is strictly forbidden. © Copyright 2015

Corporate OfficesKMI Media Group

15800 Crabbs Branch Way, Suite 300 Rockville, MD 20855-2604 USA

Telephone: (301) 670-5700Fax: (301) 670-5701

Web: www.NPEO-kmi.com

Table of ConTenTs

exClusive subsCriber ConTenTsubscribers to Navy Air/Sea receive exclusive weekly content. this week’s exclusive content includes:

• An article about a recent directive by Secretary of the Navy ray Mabus to install

a greater number of light-emitting diode (LeD) lights on Navy ships going

forward.

• An update on the Carl Vinson Carrier Strike group, which left the U.S. 5th fleet

area of operations on April 16 after spending six months in support of Operation

Inherent resolve.

April 22, 2015

nro industry day

Chantilly, Va.

www.afcea.org/events/

nro/15

May 5-7, 2015

auvsi’s unmanned

systems

Atlanta, ga.

www.auvsishow.org/

auvsi2015

June 23-25, 2015

mega rust

Newport News, Va.

www.navalengineers.org

Calendar of evenTs

F-35 program Update . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1

Naval Strategy and posture in the Asia-pacific. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1

Healthcare Modeling and Simulation Certificate program. . . . . . . . . . . . . . . . . . . . . 3

Navy Accepts Delivery of USNS Trenton . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3

NAWCTSD partners with peO STrI for Small Business Matching grant event . . . . . 3

Naval Facilities engineering Command Industry Forum Webinar . . . . . . . . . . . . . 4

Military Leaders Talk Seapower Strategy at SAS expo. . . . . . . . . . . . . . . . . . . . . . . . 4

Coast guard Shore Infrastructure Logistics Command-Construction Industry Day. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4

Harrier engine Contract. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5

Initiative provides Incremental Acquisition Improvement. . . . . . . . . . . . . . . . . . . . . . 6

Force Level Variant Satellite Antenna System . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7

United States, rOk enhance MCM Capabilities During Foal eagle. . . . . . . . . . . 7

Newest JSOW Variant enters Operational Testing . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8

SeCNAV Announces Innovation Vision . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8

USS New Hampshire Changes Command . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9

Center for research in extreme Batteries . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10

What is the SpAWAr Office of Small Business programs? . . . . . . . . . . . . . . . . . . 10

Navy Cybersecurity . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11

Contracts . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 28

WWW.NpeO-kMI.COM2 | AprIL 21, 2015

navy Accepts Delivery of USnS TrentonThe Navy accepted delivery of the

USNS Trenton (JHSV 5), its fifth joint high-

speed vessel, on April 13.

Having completed acceptance trials

only a month ago, the ship continues to

meet key milestones as it progresses

towards operational status. Now delivered

to the Navy, the ship’s crew will begin

move-aboard and familiarization before

the ship sails away from the shipyard to

begin her shakedown period and final

contract trials later this year.

“JHSVs continue to surpass our ex-

pectations, and Trenton is no exception.

Built from a mature design, unwaver-

ing requirements and with a committed

Navy/industry partnership, JHSV-5 has

been designed to support and en-

able critical Navy missions throughout

the world,” said Strategic and Theater

Sealift program Manager Captain Henry

Stevens.

The first two ships of the class, USNS

Spearhead (JHSV 1) and USNS Choctaw

County (JHSV 2), have already demon-

strated their inherent flexibility participat-

ing in international exercises and mis-

sions. Most recently, in conjunction with

multinational maritime exercises, USNS

Spearhead delivered more than 15,600

pounds of medical equipment and sup-

plies to nongovernmental organizations

operating in ghana.

“What really sets these vessels apart

is their speed, agility and transport capa-

bility,” said Stevens. “Trenton can travel

thousands of miles without refueling and

has over 20,000 feet of stowage space in

her mission bay for everything from ve-

hicles and military cargo to humanitarian

supplies. That means we can equip our

troops and allies with mission-essential

supplies faster than ever before.”

JHSVs bridge the gap between low-

speed sealift and high-speed airlift. In

addition to their inherent cargo transport

capabilities, JHSVs have a 15-foot draft

and the ability to interface with roll-on/

roll-off discharge facilities, facilitating the

transport of cargo to shallow-draft water-

ways and ports. The vessels also feature a

flight deck designed to support helicopter

operations and a fast-rescue boat mount-

ed mid-ship on the port side. The vessel

has airline-style seating for 312 embarked

forces, with fixed berthing for 104.

USNS Trenton will be owned and op-

erated by Military Sealift Command (MSC)

and will be manned by a crew of 22 civil

service mariners.

Healthcare modeling and Simulation certificate Program

The mission of the Naval Postgradu-ate School (NPS) is to provide high-quality, relevant and unique advanced education and research programs that increase the combat effectiveness of the naval services and other armed forces of the United States and its partners, to enhance national security. In order to fulfill this mission, the four-course Health-care Modeling and Simulation Certificate Program that is delivered via distance learning asynchronous methods requires instructional support services. The course titles are: Research Methods for Performance Assessment; Simula-tion and Training; Technology and Simulation in Healthcare Education; and Management of Modeling and Simulation.

This Healthcare Certificate Program is a collaborative effort between the NPS Model-ing, Virtual Environments, and Simulation (MOVES) Institute and the Uniformed Services University of the Health Sciences (USUHS). The certificate program consists of four courses offered sequentially on a one course per quarter basis. The Healthcare Certificate courses explore the theoretical foundations of learning and training, research methodologies for health care training, simulation technologies for health care training, and management of simulation train-ing centers. The instruction of the asynchronous

four-course program begins in October of each year and ends in September. The certificate program is aimed at physicians, nurses and simulation center managers who want to ac-celerate improvements in simulation technology for health care training.

As such, NPS needs contractor support for the Healthcare Certificate Course for the health care subject matter expertise element of the entire educational content. Each of the four courses has one or more instructors from NPS or USUHS. The contactor shall contribute to the program with health care subject-matter expertise to be delivered in an instructional manner that promotes the students deep under-standing of the topics and how to apply within the students careers. The contractor shall have a focus on course development ensure that the course content remains up to date, and that a cohesive set of themes is addressed throughout the four courses in the areas of education, train-ing, simulation and health care. The contractor shall provide the students and instructors will health care industry knowledge by interaction via distance learning methods to the asynchro-nous certificate program.

contract specialist: Jennifer Lee, (831) 656-2034, [email protected]

nAwctSD Partners with Peo StRi for Small business matching Grant event

Naval Air Warfare Center Train-

ing Systems Division (NAWCTSD), in

partnership with the Army’s program

executive Office for Simulation, Train-

ing and Instrumentation (peO STrI), is

planning a Small Business Information

Forum Initiative (SBIFI) event to be held

on May 12, 2015. The event is de-

scribed as providing “both meaningful

and timely information to all of industry,

however, concentrating on small busi-

ness, in an ever-changing acquisition

environment.”

for more information, contact:

Anthony J. Delicati,

OSBp deputy for small business,

[email protected], (407) 380-4121

AprIL 21, 2015 | 3WWW.NpeO-kMI.COM

naval Facilities engineering command industry Forum webinar

Naval Facilities engineering Com-

mand, Atlantic (NAVFAC Atlantic) has

announced that the 2015 industry forum

will be held via webinar on May 20, 2015.

The webinar will allow real-time, point-

to-point communications as well as

multicast communications from NAVFAC

to many receivers at once. In a time of

budget reductions and cost-saving initia-

tives NAVFAC Atlantic is proud to utilize

this efficient technology to maximize our

audience and minimize our expenses by

holding this year’s industry forum via a

webinar.

Additional details regarding the event

including the agenda, copies of briefs and

directions for joining the webinar will be

provided at: http://www.navfac.navy.mil/

navfac_worldwide/atlantic/about_us/

industry-forum-2015.html

This webinar is designed to inform

leaders in the construction, real estate

development and architecture/engineer-

ing industries who team with NAVFAC

Atlantic to provide the best infrastruc-

ture solutions to the Navy. This webinar

provides information you need on the

latest policies, workload, standards and

initiatives within NAVFAC. Attendees will

hear from NAVFAC leaders in the areas

of acquisition, small business, environ-

mental issues, engineering, design and

construction, facilities support and safety.

The webinar brief will be followed by

an interactive question and answer

session.

There is no registration charge for

this event, and pre-registration is not

required. Access to the industry forum

webinar will be provided on a first-

come, first-serve basis and without

fee.

Attendance will be limited to a maxi-

mum of 1,000 for the session.

navfaC point of contact: Joe Halliday

(757) 322-4088, [email protected]

military leaders talk Seapower Strategy at SAS expo

Leaders from the Navy, Marine Corps and Coast Guard held a roundtable discussion about “A Cooperative Strategy for 21st Century Seapower” at the 2015 Sea-Air-Space Exposition, April 13.

Rear Admiral Kevin M. Donegan, acting deputy chief of naval operations, Lieutenant General Ronald L. Bailey, deputy commandant of the Marines, and Coast Guard Vice Admiral Charles D. Michel, deputy commandant for operations, held the discussion. They explained revisions made to the original 2007 document focused on building on the United States’ relationships with allies and partners, preventing wars, and providing our nation’s leaders with options in times of emergency.

“There has been some discussion on why we have revised the strategy,” said Donegan. “The challenges that we faced in 2007 have evolved since we wrote the last strategy. When we were in 2007 looking forward, as always when you look to the future, you get some things right and some other things happen in a different way.”

Donegan went on to discuss the mission of the Navy, Marine Corps and Coast Guard.

“Our emphasis is being where it mat-ters when it matters; our emphasis is forward presence,” Donegan said. “We are forward to do something, to engage with our partners and allies and build trust. We are forward to deter potential aggression. We’re there to respond to crisis when need be and, if necessary, fight and win a war with joint forces. That fundamental piece of being where it matters when it matters has not changed and was foundational in our previous strategy.”

Naval forces operate forward in support of trade that allows for economic growth. Ninety percent of trade moves across the world’s oceans. In addition, 70 percent of the world’s popula-tion lives near a coastline and most maritime professions such as fishing, commercial shipping and oil and gas extractions take place within 200 miles of a coastline.

“We think this strategy is a strategy that the American people expect of our Navy,” said Do-negan. “They’re going to continue to rely on the sea services to respond to the complex changes in the world. Most importantly they expect us to be the services that are the insurance policy that guar-antees our way of life in the United States.”

coast Guard Shore infrastructure logistics center industry Day

The U.S. Coast Guard Shore Infrastructure Logistics Center (SILC) Base Support and Services (BSS) Contracting Office will host an Industry Day event in Norfolk, Virginia on June 3, 2015.

This one-day event will provide a forum by which the SILC BSS contracting office will communicate an overview of their processes and organization; provide general guidance on how to do business with them; and provide information on some upcoming requirements in order to increase competition by sharing useful information. During this event, there will be time allotted to network with contracting officers and small business specialists.

The event will be structured in two parts: the morning session will consist of general briefings to all attendees on the structure and process of contracting with SILC BSS; while the afternoon session will consist of one-on-one meetings between contracting representatives and representa-tives from individual companies.

Companies are required to pre-register to attend one or both sessions. Click here (http://bit.ly/1d7u2hy) for the Registration Form. Once complete, email it to [email protected]. Click here (http://bit.ly/1bdWg7Q) to review the Coast Guard SILC PowerPoint pre-sentation provided by SILC BSS contracting office for more information about how the buying unit is structured and the goods and services it buys. For more information, you may also search for their upcoming requirements in the Department of Homeland Security Acquisition Planning Forecast System at http://apfs.dhs.gov/(select Search Forecast and then Filter by Component by selecting USCG/SILC-Base).

Primary point of contact is: Joseph M. Cannon, SILC BSS small business specialist, [email protected], (510) 437-3916


Harrier engine contractThe Naval Air Systems Command has announced its intention to

award a sole-source delivery order under Basic Ordering Agreement N00019-12-G-0002, to Rolls Royce Military Aero Engines, Ltd. Bristol, England, to procure integrated logistics support (ILS) for the Pegasus (AV-8) engine (F402-RR-408A/B) for the joint program office (JPO), which consists of the United States Marine Corps (USMC), Spanish Navy and Italian Navy. This action will be completed pursuant to the authority provided in of FAR 6.302-1, “Only one responsible source and no other supplies or services will satisfy agency requirements.”

Rolls Royce Military Aero Engines, Ltd. is the original designer, developer and manufacturer of the F402 (AV-8B) series engine and is the only source with the requisite knowledge, experience and technical expertise to continue to provide the required supplies and services. Rolls Royce is the only source with the technical data, facilities and capabilities required to provide the associated system and sustainment support for the F402 (AV-8B) series engine

requirements. Rolls Royce maintains configuration control over the F402 engine and will not provide unlimited rights to the govern-ment. No other manufacturer could design, develop and properly integrate F402 engine upgrades to meet the contract delivery schedules required to resolve issues in the fleet with the current configuration. Rolls Royce was selected as the prime contractor for the original engine development resulting from a full and open competition.

Under the proposed order, Rolls Royce shall perform logistic sup-port activities to sustain the operational readiness requirements of the Pegasus engine. The period of performance shall be January 1, 2016 through December 31, 2018, consisting of a one-year base period and two (2) one-year option periods.

Primary point of contact: Ryan M. Delaney [email protected], (301) 342-9901


initiative Provides incremental Acquisition improvementBy army serGeant 1st CLass tyrone C. marshaLL Jr.

The basic idea behind the Defense Department’s Better Buy-

ing power initiative, now entering its third iteration, has been to

improve acquisition through continuous improvement in many

areas simultaneously, the pentagon’s acquisition chief said on

April 13.

Frank kendall, under secretary of defense for acquisition,

technology and logistics, discussed acquisition reform and the

tenets of Better Buying power 3.0 in a speech at the Brookings

Institution.

“Underlying all of the Better Buying power initiatives has been

the idea that the way you ... improve acquisition is through a

process of continuous improvement,” he said. “The way to make

progress is to make incremental progress in lots of different areas

all at the same time.”

kendall said he’s seen many “fads” regarding acquisition re-

form that have attempted to do a few big things in trying to make

a huge difference.

“History doesn’t suggest that that’s a success,” he told the

audience. “In fact, it’s suggested when you try to move everything

in the same direction and sort of adopt a uniform policy, you tend

to do as much breakage as you do fixing of things. And you have

to be very careful about that.”

kendall said that’s been the idea with Better Buying power

since the initiative debuted about five years ago, when Defense

Secretary Ash Carter was the department’s top acquisition of-

ficial.

A limiteD tool

kendall applauded the amount of discussion about acquisition

reform that has included members of Congress, but he added that

he thinks legislation is limited in what it can do.

Citing his own background as an engineer and technical man-

ager, kendall said “there’s very little that you can do from the point

of view of legislation that will make somebody a better engineer, or

a better program manager, or a better contracting person.”

“At the end of the day,” he said, “whether you’re in industry or

government, that’s the sort of thing we have to have. We have to

have people who are very, very good at what they do.”

incReASinG PRoFeSSionAliSm

One of the fundamentals of Better Buying power, kendall said,

is the increased emphasis on professionalism and on building

professionalism within the workforce.

“There’s an awful lot that I can do with existing legislative

authorities,” he said, “but there are some things that I can’t do.

I can’t, for example, remove some of the things that burden our

program managers.” One initiative DoD officials shared with the

House Armed Services Committee is designed to remove some

of the overhead placed on the department’s people that actually

distract them from doing their real jobs, kendall said.

motivAteD by technoloGicAl SUPeRioRity

kendall said innovation is a key component of Better Buying

power 3.0. “That’s, I think, part of a growing recognition that we

do have a problem with technological superiority,” he added. “The

thing that motivated me more than anything else to do another edi-

tion ... of Better Buying power was that concern.”

The initiative, kendall said, is set up with a “punchline” of

achieving dominant capabilities through technical excellence and

innovation. “That’s a return to focusing attention on the products

that we build,” he said, “and the superiority of those products rela-

tive to potential adversaries.”

kendall said while earlier versions of Better Buying power were

about efficiency, productivity and professionalism, version 3.0 is

a “change back toward thinking about our products and focusing

particularly on the results we’re trying to achieve.”

betteR bUyinG PoweR’S cUltURAl ASPect

A cultural aspect also runs through every version of Better Buy-

ing power, kendall said.

The first version emphasized cost consciousness and best

buying practices, he said, and the second iteration moved in the

direction of professionalism and judgment.

“Now in 3.0,” kendall said, “it’s a focus on a culture of technical

excellence, which is the fundamental thing underpinning of 3.0.

I want to emphasize more than anything else this is more about

continuity than about change.

“The idea here is a shift in emphasis—not a fundamental break

with what we’ve been doing in the past,” he continued. “It’s a

realignment and a slight shift in direction, but not a fundamental

change.”

GRoominG the PotentiAl woRkFoRce

In addition to discussing Better Buying power 3.0, kendall

noted a longer-term concept: the need for science, technology,

engineering and math education.

For the sake of the country, the economy, quality of life and

national security, he said, it’s “very important that this country de-

velop and nurture people who are going to go into these fields and

contribute to our society.”

“The department has a limited role in that, but it has a role that

matters,” he said. “you need to capture people when they’re young,

or you’re not going to capture them.”

While it’s not impossible to go back and get the necessary

technical courses after high school, kendall said that it’s difficult.

“It’s best if you start out and get those courses that you need to

put you on the track to be in a technical field earlier on,” he said.

Sergeant 1st Class Tyrone C. Marshall Jr. is with DoD News,

Defense Media Activity.


force level variant Satellite Antenna SystemThe Space and Naval Warfare Systems

Command (SPAWAR), in support of the Pro-gram Executive Office for Command, Control, Communications, Computers and Intelligence (PEO C4I) PMW/A 170 Communications Program Office is seeking information from industry on approaches, products and/or solu-tions for the development and production of an antenna radome for the Commercial Broad-band Satellite Program’s (CBSP) Force Level Variant (FLV) satellite antenna system, that can withstand the effects of jet engine nozzle exhaust while maintaining RF transparency for operations in Ku and C Band.

As the Navy’s Commercial Satellite Communications program of record CBSP’s three maritime terminal variants and com-mercial telecommunications services provide terminal-to-shore, space and terrestrial connectivity for Navy shipboard platforms. CBSP and its associated architectures significantly increase throughput of data to improve satellite communications reliability and provide redundancy for military satellite communications.

The FLV satellite communications system is the largest CBSP terminal variant and is

currently being fielded on aircraft carriers, amphibious ships (LHAs, LHDs, LPDs) and command and control platforms. The FLV system is a modified commercial off-the-shelf based system designed for military use, which includes multiband capability, static and dynamic architectures, electro-magnetic in-terference protection and imbedded firmware. The FLV above deck equipment is comprised of an antenna, 2.74 meter in diameter, and associated electronics mounted on a pedestal. All FLV above deck equipment is enclosed within a lightweight composite radome that’s optimized to support RF transmission/recep-tion in both C and Ku band.

The Navy is interested an alternative, cost-effective heat and pressure hardened composite radome that can replace the cur-rent the FLV radome on applicable Navy platforms.”

Procurement objectives

The Navy is interested in hardened com-posite antenna radomes that are capable of sup-porting both C and Ku-band communications requirements. The anticipated procurement

(if a procurement is conducted) will include analysis of materials, development of compos-ite samples based on analysis recommenda-tion, pressure and temperature testing of composite samples, a first article radome for government acceptance testing and produc-tion radomes for Navy implementation on CBSP FLV systems.

Upon completion of material analysis and successful first article testing, the government would plan to procure production units for fleet operations and sparing.

estimated Production Quantities

FY16 FY17 FY18 FY19 FY20

Radomes 2 5 5 6 3

The chart shows the estimated production quantities, including two test assets in fiscal year 2016 and production assets and spare assets in FY17-FY20.

contracting specialist: Anna Kurzeja, (858) 537-0675, [email protected]

United States, Rok enhance mcm capabilities During Foal eagle

The U.S. and republic of

korea (rOk) navies conducted

a successful mine countermea-

sures exercise between March

30 and April 11 as part of Foal

eagle 2015.

The bilateral training is

designed to increase readiness

and interoperability in mine

countermeasures operations

and enhance theater security

cooperation between the two

navies.

“Bilateral training in mine

countermeasures is critical

for our strategic rOk-U.S.

alliance,” said Captain Mike

Dowling, commander, Mine

Countermeasures Squadron 7

(MCMrON 7). “It also enhanc-

es our combined capabilities

and interoperability with the

rOk Navy. These live force

exercises continue to support

our commitment to maintain-

ing maritime stability in this

region.”

Approximately 300 U.S.

Navy personnel assigned to

MCMrON 7, mine counter-

measures ships USS Warrior

(MCM 10) and USS Chief

(MCM 14); along with teams

from Navy explosive Ordnance

Disposal Mobile Unit (eO-

DMU) 5, explosive Ordnance

Disposal Mobile Unit (eODMU)

1, Naval Oceanography Mine

Warfare Center, Helicopter Mine

Countermeasures Squadron

14 and Mobile Mine Assem-

bly group participated in the

training alongside their rOk

Navy partners.

“We took ‘warfighting first’

to heart and took advantage of

every opportunity to maintain

and improve our mine warfare

capabilities,” said Lieutenant

Commander Michael Tyree,

executive officer of Chief.

During the exercise, U.S.

and rOk Navy ships and

explosive ordnance disposal

divers practiced clearing

routes for shipping and con-

ducted training surveys for

clearing operational areas. In

addition to ships, remotely

operated vehicles were also

used to rehearse mine coun-

termeasures operations from

under the sea.

“Operating in waters near

the korean peninsula provided

us the most realistic training

we could hope for in preparing

for contingency operations,”

said Tyree. “The geography

and bathymetry can’t be rep-

licated anywhere else and it’s

good for our sonar operators,

Mine Neutralization Vehicle

(MNV) pilots, and Mine Warfare

(MIW) evaluators to experience

it firsthand.”

Foal eagle is an umbrella

of regularly scheduled, an-

nual exercises that are the

culmination of many months

of planning and are based on

realistic training scenarios.

The naval portion of the Foal

eagle exercises take place in

international waters around

South korea and features a

full spectrum of maritime

operations.


Newest JSoW variant enters operational testingRaytheon and the U.S. Navy success-

fully completed the final free flight in the integrated testing phase for the Joint Standoff Weapon C-1.

During the development test, JSOW C-1 demonstrated its effectiveness against moving maritime targets, a crucial capa-bility against current and future surface warfare threats. The weapon is on track to start operational testing (OT) this spring and is slated for delivery to the fleet in 2016 after the successful completion of OT.

“As we pivot to the Pacific, our ca-pability to employ networked precision strike across our kill chains and engage in offensive anti-surface warfare is key to maintaining our strategic dominance in that theater,” said Captain Jaime Engdahl, the Navy’s Precision Strike Weapons

(PMA-201) program manager at Patuxent River. “I am proud of our Navy and Raytheon team’s commitment to providing these advanced capabilities to the warfighter.”

During the test, the aircrew executed a pre-launch handoff between two F/A-18E/F aircraft followed by the weapon’s release at a distance of 35 nautical miles to the target. The two Super Hornets again transferred control of the weapon, then sent a post-launch retargeting com-mand to reroute the JSOW C-1 from the initial target ship to a higher priority target.

While en route to the target ship, the JSOW C-1 provided real-time weapon in-flight track and bomb hit indication status messages back to the controlling aircraft via the link-16 network. The multiple communication exchanges between the

aircraft and the weapon were seamless and culminated in a successful engagement of a small maneuvering ship target.

“JSOW C-1 will be the U.S. Navy’s first air-launched, net enabled weapon to provide warfighters with the vital capabil-ity to engage both stationary land-based and maneuvering sea-based targets,” said Celeste Mohr, Raytheon’s JSOW program director. “The affordable JSOW is critical to countering today’s advanced, emerging threats.”

JSOW C-1 is designed to provide fleet forces with robust and flexible battlefield effects against high-value targets at launch ranges of up to 70 nautical miles from both fourth- and fifth-generation fighters. F-35A/C integration is currently funded for JSOW C-1, with external integration on the F-35B scheduled in Block 4.

SecnAv Announces innovation visionSecretary of the Navy ray

Mabus unveiled the Department

of the Navy’s (DoN) Innovation

Vision during remarks delivered

at the annual Sea, Air and Space

exposition April 15.

“The superiority—in technol-

ogy and concepts—the Navy

and Marine Corps have on, over,

under and coming from the

sea did not just happen,” said

Mabus. “There have been more

than two centuries of collabora-

tion and experimentation among

people in and out of uniform,

in government and industry,

redefining what is possible. In

so many cases, we have taken

seemingly impossible ideas and

made them real.”

One theme of Mabus’

remarks was that, despite the

centuries of innovation that have

contributed to the success of

the Navy and Marine Corps, the

time has come to reinvigorate

that culture while breaking down

existing barriers to new ideas

and concepts.

“The world is getting faster,

more nimble and is changing

exponentially—with, too often,

the exception of the United

States military,” he said. “If we do

not free ourselves from the ever-

expanding, ever-tightening coils

of bureaucracy, if we do not set

the pace on adopting change, if

we continue to think and do in the

same ways we have for so long,

then our days as the world’s pre-

eminent maritime force are surely

numbered—and that number is

small and shrinking.”

The initial push toward a

DoN better equipped to adopt

and incorporate innovation at a

quicker pace began earlier this

year when Mabus established a

special group tasked with focus-

ing on these ideas.

“In January, I established

the Navy’s Task Force Innova-

tion: a group from across the

department comprising thinkers,

experts and warfighters with

diverse backgrounds and from

every level,” said Mabus. “We

have a long tradition of creativ-

ity, and we have exceptionally

talented people in the Navy and

Marine Corps. I’ve charged this

Task Force with harnessing that

creative energy of our sailors

and marines and infusing the

ideas that come forward into our

operations.”

Following months of study

and collaboration with the fleet,

other governmental organiza-

tions and the private sector,

the task force reported their

results and recommendations

to Mabus, who established five

key focus areas designed to

make the DoN a more innovative

organization.

The first of these areas is to

establish an innovation network

for DoN.

“This innovation network will

be the scaffolding used to ensure

coordination and get rid of barri-

ers to progress,” said Mabus.

The second is to reform how

the department manages its

workforce and talent.

“We need to be evaluating

and rewarding our top perform-

ers appropriately to show them

we value the knowledge, talent

and risk-taking they bring to the

fight,” Mabus said.

The third focus area is to

use the massive amounts of

data collected by DoN in a bet-

ter way.

The fourth is to get emerg-

ing operational capabilities to

the fleet much more quickly.

“As we enter the age of

cyber, unmanned systems

and advanced manufactur-

ing, we cannot allow these

overly complex, form-over-

substance, often useless, and

too often harmful, practices

to slow or prevent develop-

ment of some game changers,

while simultaneously giving

our potential adversaries the

competitive advantage,” said

Mabus.

He also pointed out that

this shift toward a culture more

focused on innovation was

about more than simply new

weapon systems or platforms

but also about changing the

way the department as a whole

thinks.

The final focus area is to

create breakthrough warfighting

concepts.


USS New Hampshire changes commandCommander Jason Weed relieved Com-

mander Sean Fujimoto as commanding

officer of the Virginia-class attack submarine

USS New Hampshire (SSN 778) during a

change of command ceremony held onboard

the submarine at U.S. Naval Submarine Base

New London, Conn., April 13.

Captain David roberts, commanding

officer, Submarine Learning Center, was the

guest speaker.

“We are here today to witness a change

of command ceremony which is a formal cer-

emony and full of tradition,” said roberts. “In

fact, it is required by Navy regulations dating

back to the Civil War. In the presence of her

officers and crew, you will see the formal

turnover of command from Commander Sean

Fujimoto to Commander Jason Weed. Sean, I

have no doubt that you have endeared your-

self to your crew, and it will be hard to leave

them, having poured your heart and soul into

their success. But you should rest easy know-

ing that your good nature and sense of humor

have left an impression on them that they will

likely never forget. More importantly, you have

served them as their captain and for that you

should be very proud!

“Commander Weed, as you now take the

helm of this extraordinary ship and her crew,

I wish you all the best. There will be no more

rewarding and no more challenging job than

this: command at sea. Cherish every minute

of this because before you know it you will be

passing the torch to your relief and looking

back wondering where the time went. May

god bless this ship and her crew!”

In a naval message, Vice Admiral Michael

Connor, commander, Submarine Forces,

stated, “Sean, congratulations on a great

job commanding USS New Hampshire. you

shaped the New Hampshire team into a

cohesive warfighting unit and successfully

conducted an impressive range of subma-

rine operations. you expertly led your crew

through a successful european Command

Deployment, completing missions vital to

national security while demonstrating the

tremendous stealth and endurance of our

newest submarine class. Well done!”

Fujimoto became the third command-

ing officer of USS New Hampshire when he

assumed command December 17, 2012. He

enlisted in the Navy following graduation from

Westover Senior High School in Fayetteville,

N.C. in 1988. While successfully completing

Nuclear Field “A” School as an electronics

technician and Naval Nuclear power School,

he was selected to attend the Naval Academy

preparatory School in Newport, r.I. Fujimoto

then went on to graduate from the U.S. Naval

Academy in 1995 with a Bachelor of Science

in systems engineering. He also holds a Mas-

ter of Science in engineering management

from The george Washington University.

“New Hampshire is one of the most

complex machines ever built, but that is not

the reason for our successes,” said Fujimoto.

“Our accomplishments were only realized

through the crew’s expertise, drive and ability

to execute under the most challenging circum-

stances. While there was some amount of luck

involved, it is truly impressive that you were

able to keep the ship at sea during our last

deployment for 176 days out of 184. That’s an

unprecedented 95 percent operational tempo

executing missions vital to national security

with no days lost due to material issues.

“It has been an incredible and fulfill-

ing experience serving with such dedicated

and professional submariners. The most

rewarding aspect of my command tour has

been watching the officers and crew realize

success, professionally, personally and as a

team. I am honored and feel extremely privi-

leged to have served as your commanding

officer. Thank you. Live free or die.”

Fujimoto will next report to the director,

undersea warfare, on the staff of the chief of

naval operations in Washington, D.C.

Weed enlisted in the Navy following

graduation from Northwestern Lehigh High

School in New Tripoli, pa., in 1990. While

serving onboard USS John C. Calhoun (SSBN

630B) as a fire control technician (ballistic)

he completed his qualification in Submarines

and was selected to attend the Naval Acad-

emy preparatory School in Newport, r.I. He

graduated from the U.S. Naval Academy in

1998 with a Bachelor of Science in Systems

engineering. He also holds a Master of Sci-

ence in engineering Management from Old

Dominion University.

“Sean, thank you for the ship and crew

that you have turned over to me today,” said

Weed. “It is truly impressive what New Hamp-

shire has accomplished under your com-

mand. The success and the fighting spirit you

have instilled in the ‘granite ghost’ is a direct

reflection of the dedication and leadership

you have provided. I would also like to thank

you for the time we spent underway together

during turnover. The insights you have shared

with me, not only of the Virginia-class sub-

marine, but command in general, will prove

invaluable. I promise to take good care of

New Hampshire and work hard to build on the

impressive legacy that you established.”

New Hampshire was commissioned in

October 2008 and was the fifth ship in the

Virginia class and the first Block II submarine.

The third ship named in honor of the granite

State, New Hampshire enables five of the six

Navy maritime strategy core capabilities: sea

control, power projection, forward presence,

maritime security, and deterrence. The sub-

marine is designed to excel in anti-submarine

warfare; anti-ship warfare; strike warfare;

special operations; intelligence, surveillance,

and reconnaissance; irregular warfare; and

mine warfare missions.

The crew of more than 130 sailors can

operate the 377-foot-long vessel at depths

greater than 800 feet and speeds in excess of

25 knots when submerged.


what is the SPAwAR office of Small business Programs?By tina stiLLions

The SpAWAr Office of Small Business

programs is a small business advocacy

organization committed to maximizing

opportunities for small businesses and

minority-serving educational institutions in

support of Federal Small Business programs

and the Small Business Act of 1953.

The office serves as an advocate for

small businesses to ensure they have the

maximum practicable opportunity to par-

ticipate in the performance of contracts in

accordance with Section 8(d) of the Small

Business Act. They regularly participate in

small business outreach events and provide

one-on-one counseling and assistance to

vendors on a continuing basis. In addition to

advising, the Small Business Office assists

and provides training and guidance to con-

tracting and technical personnel on related

regulatory, policy or directive requirements.

The office manages program functions,

including reporting to SpAWAr’s leadership

team on program implementation and prog-

ress in meeting mandated command targets

and other small business program initiatives.

Top initiatives include:

• Creating a forecasting tool for expected

contract opportunities.

• Increasing opportunities for small

business participation on SpAWAr

acquisitions at both the prime and

subcontractor levels.

• providing strategic communications

on Office of Small Business programs

matters and building strong internal/

external partnerships.

• regularly providing reports of progress

in addressing areas identified for

improvement and meeting mandated

command targets and other important

initiatives/goals.

The team’s success is the result of be-

ing accessible, open and direct with small

businesses; providing individual counseling,

information, advice and training to small

business concerns on processes, websites

and other helpful resources; and participat-

ing in community/outreach engagements

on industry and government small business

committees.

The SpAWAr Office of Small Business

programs embraces a culture of shared re-

sponsibility, recognizing the critical role small

businesses play in advancing naval capabil-

ity and strengthening the nation’s economy

and security while seeking qualified small

businesses at the earliest stage of acquisi-

tion planning process.

spaWar office of small Business

programs Contact: Faye esaias

[email protected] or (858)537-0305

center for research in extreme BatteriesThe U.S. Army Research Laboratory

(ARL) has teamed up with University of Maryland (UMD) College Park and the Na-tional Institute of Standards and Technology to form a battery research center, the goal of which is to foster and accelerate collaborative research in advanced battery materials, tech-nologies and characterization techniques.

The research is centered on batteries for extreme performance, environments and properties, such as defense, space and bio-medical applications. Participation is open to universities, national labs and industry partners with an interest in beyond Li-ion batteries.

The Center for Research in Extreme Batteries’ first formal meeting will be at the UMD Samuel Riggs Alumni Center on May 4, from 8 a.m. to 6 p.m., and welcomes in-terested participants and experts to discuss

the newly established center dedicated to extreme batteries. The meeting is in partner-ship with the UMD Student Chapter of the Electrochemical Society.

“The center’s focus is university and national lab research that includes indus-try manufacturing, for beyond state-of-the-art Li-ion technologies,” said Cynthia Lundgren, chief of ARL’s electrochemistry program. “A steering committee has been formed to organize and commission the center and will be prepared to field ques-tions towards participation.”

Posters and limited opportunities for oral presentations will foster discussion of current battery research, synergies with related research and the needs of end users of extreme batteries. Presentations and posters should highlight the special-ties and capabilities of battery researchers

and/or forecasts for significant forthcom-ing research directions within the scope of the battery center.

Organizations with requirements for extreme application batteries may make a presentation that highlights their require-ments, current problems with meeting the needs and efforts in supporting the development of new batteries.

“Those with complementary research related to batteries should highlight their capabilities and synergies with extreme batteries,” Lundgren said.

The only fee to attend the meeting is for an optional $20 lunch and refresh-ment package. Required registration for presentations is open through April 20 and for attendance, through April 30.

For more information or to register, visit www.arl.army.mil/creb.


Navy cybersecurityOn April 14, Vice Admiral Jan Tighe

testified to the Senate Armed Services Commit-tee’s Subcommittee on Emerging Threats and Capabilities about the Navy’s cyber programs and posture.

cyBer oPerAtioNS, PoSture, ANd future iNveStmeNtS

U.S. Fleet Cyber Command directs op-erations to secure, operate and defend Navy networks within the Department of Defense Information Networks (DoDIN). We oper-ate the Navy Networking Environment as a warfighting platform, which must be aggres-sively defended from intrusion, exploitation and attack. The Navy Networking Environ-ment consists of more than 500,000 end-user devices; an estimated 75,000 network devices (servers, domain controllers); and approxi-mately 45,000 applications and systems across three security enclaves.

Operations during the past two years led to a fundamental shift in how we operate and defend in cyberspace. Specifically, late summer 2013 we fought through an adver-sary intrusion into the Navy’s unclassified network. Under a named operation, known as Operation Rolling Tide, U.S. Fleet Cyber Command drove out the intruder through exceptional collaboration with affected Navy leaders, U.S. Cyber Command, National Se-curity Agency, Defense Information Systems Agency (DISA) and our fellow service cyber components. Although any intrusion upon our networks is troubling, this operation also served as a learning opportunity that has both matured the way we operate and defend our networks in cyberspace, and simultaneously highlighted gaps in both our cybersecurity posture and defensive operational capabili-ties. As a result of this operation and other cybersecurity initiatives, the Navy has already made or proposed (through fiscal year 2020) a nearly $1 billion investment that reduce the risk of successful cyberspace operations against the Navy Networking Environment. Of course these investments are built on the premise that our future year budgets will not be drastically reduced by sequestration. Specifically, if budget uncertainty continues, we will have an increasingly difficult time fully addressing this very real and present danger to our national security and maritime warfighting capability.

The Navy’s future cybersecurity invest-ments are being informed by the Navy’s Task Force Cyber Awakening, which was chartered by the chief of naval operations and the assistant secretary of the Navy for research, development and acquisition to gain a holistic view of cybersecurity risk across the Navy, and beyond just our corporate navy networks to include combat and industrial control systems. The FY16 proposed budget (PB16) includes Task Force Cyber Awakening—recommended investments amounting to $248 million for FY16 and $721 million across the Future Years Defense Plan (FYDP). Task Force Cyber Awaken-ing will make additional recom-mendations on how to organize and resource capabilities to mitigate that risk.

Concomitant with the Task Force Cyber Awakening outcomes is the migration to a single defensible cyber architecture, which is vital to the continued success of Navy’s worldwide operations. The Navy recognizes that the Joint Information Environment (JIE) is an operational imperative and en-dorses that vision, including the implemen-tation of a single security architecture (SSA). The Department of the Navy intends for the Navy and Marine Corps Intranet (NMCI) to serve as the primary onramps into JIE, in-corporating JIE technical standards through our network technical refreshment processes as those standards are defined. Through delivery of these enterprise environments, the Navy will achieve the tenets of JIE’s framework of standards and architecture consistency.

For our part, U.S. Fleet Cyber Com-mand is operationally focused on continu-ously improving theNavy’s cybersecurity posture by reducing the network intrusion attack surface, implementing and operating layered defense in depth capabilities, and expanding the Navy’s cyberspace situational awareness as outlined below.

reducing the Network intrusion Attack Surface

Opportunities for malicious actors to gain access to our networks come from a variety of sources such as known and zero day cybersecurity vulnerabilities, poor user behaviors, and supply chain anomalies with

counterfeit devices from untrusted sources. Operationally, we think of these opportuni-ties in terms of the network intrusion attack surface presented to malicious cyber actors. The greater the attack surface, the greater the risk to the Navy mission. The attack surface grows larger when security patches to known vulnerabilities are not rapidly deployed across our networks, systems, and

applications. The attack surface also grows larger when network us-ers, unaware of the ramifications of their online behavior exercise poor cyber hygiene and unwittingly succumb to spear phishing emails that link and download malicious software, or use peer-to-peer file sharing software that introduces malware to our networks, or simply

plug their personal electronic device into a computer to recharge it.

The Navy is taking positive steps in each of these areas to reduce the network intrusion attack surface including enhanced cyber awareness training for all hands. Furthermore, we are bolstering our ability to manage cybersecurity risks in our networks through our certification and accreditation process, and through cybersecurity inspec-tions across the Navy. Additionally, the Navy is reducing the attack surface with signifi-cant investments and consolidation of our ashore and afloat networks with modern-ization upgrades to the Next Generation Enterprise Network (NGEN) and the Con-solidated Afloat Networks and Enterprise Services (CANES), respectively. Finally, the Navy is executing a Data Consolidation Center (DCC) strategy, which will reduce the number and variance of information sys-tems at the same time allow for a centralized approach towards managing the confidenti-ality, integrity and availability of our data.

For long-term success in cybersecurity, the Navy is working on improved acquisi-tion and system sustainment processes. Specifically, we will design in resiliency by generating a common set of standards and protocols for programs to use as guiding principles during procurement, implemen-tation and the configuration of solutions, which will improve our cyber posture by driving down variance.

The Navy recognizes that all hands (us-ers, operators, program managers, systems command) have an impact (for better or

V. Adm. Jan Tighe


worse) on the magnitude of the Navy’s at-tack surface and the mission risk associated with it. U.S. Fleet Cyber Command must defend this attack surface, regardless of size, using defense in depth capabilities described below.

defense in depth

The Navy is working closely with U.S. Cyber Command, NSA/CSS, our cyber service partners, DISA, interagency partners and commercial cybersecurity providers to enhance our cyber defensive capabilities through layered sensors and countermeasures from the interface with the public Internet down to the individual computers that make up the Navy Networking Environment. We configure these defenses by leveraging all source intelligence and industry cybersecurity products combined with knowledge gained from analysis of our own network sensor data.

We are also piloting and deploying new sensor capabilities to improve our ability to detect adversary activity as early as possible. This includes increasing the diversity of sen-sors on our networks, moving beyond strictly signature-based capabilities (to include reputation-based and heuristic capabilities), and improving our ability to detect new and unknown malware.

JIE Joint Regional Security Stacks are also integral to our future defense in depth capabilities. As described above, the Navy has already consolidated our networks behind defensive sensors and countermeasures. We expect that JIE Joint Regional Security Stacks (JRSS) v2.0 will be the first increment to bring equal or greater capability to Navy De-fense in Depth. Accordingly, the Department of Navy is planning to consolidate under JRSS 2.0 as part of the technical refresh cycle for NMCI when JRSS meets or exceeds exist-ing Navy capabilities.

cyber Situational Awareness

Success in cyberspace requires vigilance; it requires that we constantly monitor and analyze Navy Networking Environment. We must understand both its availability and vulnerabilities. Furthermore we must be able to detect, analyze, report and mitigate any suspicious or malicious activity in our net-works. The Navy is planning to expand our current capabilities to include a more robust, globally populated and mission-tailorable

cyber common operating picture (COP). Additionally, with improved network sensor information across DoD, however, comes the need for a single dedicated data strategy and big data analytics for all DoD network operations and defense data. This will allow for better overall situational awareness and improved speed of response to the most dangerous malicious activity by leveraging the power of big data analytics to harness existing knowledge rapidly.

u.S. fleet cyBer commANd oPerAtioNAl forceS

U.S. Fleet Cyber Command’s operational force comprises nearly 15,000 active and reserve sailors and civilians organized into 22 active commands and 32 reserve com-mands around the globe. The commands are operationally organized into a Tenth Fleet-subordinate task force structure for execu-tion of operational mission. Approximately 35 percent of U.S. Fleet Cyber Command’s operational forces are aligned with the cyber mission.

Status of the cyber mission force

As you may recall, during a hearing before the Senate Committee on Armed Services on March 12, 2013, General Keith Alexander briefed the Cyber Mission Force model, which DoD endorsed in December 2012. The Cyber Mission Force is designed to accomplish three primary missions: National mission teams will defend the na-tion against national-level threats, combat mission teams to support combatant com-mander priorities and missions, and cyber protection teams to defend Department of Defense information networks and improve network security.

Navy and other cyber service compo-nents are building these teams for U.S. Cyber Command by manning, training, and certifying them to the U.S. Cyber Com-mand standards. Navy teams are organized into existing U.S. Fleet Cyber Command operational commands at cryptologic centers, fleet concentration areas, and Fort Meade, Md., depending upon their specific mission. Navy is responsible for sourcing four national mission teams, eight combat mission teams, and 20 cyber protection teams as well as their supporting teams con-sisting of three national support teams and five combat support teams.

The Navy is currently on track to have personnel assigned for all 40 Navy-sourced cyber mission force teams in 2016 with full operational capability in the following year. As of March 1, 2015, we had 22 teams at initial operating capability (IOC) and two teams at full operational capability (FOC). We are in the process of manning, training and equipping our FY15 teams to meet IOC standards by the end of FY15. Additionally, between now and 2018, 298 cyber reserve billets will also augment the cyber force manning plan as described below.

U.S. Fleet Cyber Command has also been designated as the Joint Force Headquarters-Cyber by U.S. Cyber Command to support U.S. Pacific Command and U.S. Southern Command in the development, oversight, planning and command and control of full-spectrum cyberspace operations that are executed through attached combat mission and support teams. In 2014, Navy’s Joint Force Headquarters-Cyber was certified and declared to have achieved FOC. This capability was attained without additional U.S. Fleet Cyber Command resources. As the cyber mission and support teams continue to grow and mature, additional resources to operationally control and manage these teams in support of combatant command priorities will be required.

reserve cyber mission forces

Through ongoing mission analysis of the Navy Total Force Integration Strategy, we developed a Reserve Cyber Mission Force Integration Strategy that leverages our reserve sailors’ skill sets and expertise to maximize the reserve component’s support to the full spectrum of cyber mission areas. Within this strategy, the 298 reserve billets, which are phasing into service from FY15 through FY18, will be individually aligned to Active duty Cyber Mission Force teams and the Joint Force Headquarters-Cyber. Accordingly, the Joint Force Headquarters-Cyber and each Navy-sourced team will maximize its assigned reserve sailors’ particular expertise and skill-sets to augment each team’s mission capabili-ties. As our reserve cyber mission billets come online and are manned over the next few years, we will continue to assess our Reserve Cyber Mission Force Integration Strategy and adapt as necessary to develop and maintain an indispensably viable and sustainable Navy reserve force contribution to the Cyber Mission Force.


future cyber Workforce Needs

The Navy’s operational need for a well-trained and motivated cyber workforce (active, reserve and civilian) will continue to grow in the coming years as we build out the balance of Cyber Mission Force and as we refine our needs to holistically address the challenges being informed by Task Force Cyber Awakening. We will depend upon commands across the Navy to recruit, train, edu-cate, retain and maintain this workforce including the Chief of Naval Personnel, Navy Recruiting Command, Naval Education and Training Com-mand and Navy’s institutions of higher education (United States Naval Academy, Naval Postgraduate School and Naval War College). Additionally, the establishment of Navy Information Dominance Force (NAVIDFOR) in 2014 as a type com-mander will go a long way in generating readiness for cyber mission requirements. NAVIDFOR will work closely with the man, train, and equip organizations across the Navy to ensure that U.S. Fleet Cyber Command and other information dominance operational commands achieve proper readiness to meet mission requirements.

recruit and retain

There are many young Americans with the skillsets we need who want to serve their country. I am very encouraged by the dedication and com-mitment I see entering our ranks. I am awed by their dedication and growing expertise every day. We must consistently recruit and retain this tech-nically proficient group of diverse professionals for the cyber mission to sustain this momentum.

In FY14, the Navy met officer and enlisted cyber accession goals, and is on track to meet accession goals in FY15. Currently authorized special and incentive pays, such as the enlistment bonus, should provide adequate stimulus to con-tinue achieving enlisted accession mission, but the Navy will continue to evaluate their effectiveness as the cyber mission grows.

Today, Navy Cyber Mission Force (CMF) enlisted ratings (CTI, CTN, CTR, IS, IT) are meeting retention goals. Sailors in the most critical skillsets within each of these ratings are eligible for Selective Reenlistment Bonus (SRB). SRB contributes significantly to retaining our most talented sailors, but we must closely monitor its effectiveness as the civilian job market continues to improve and the demand for cyber professionals increases.

Cyber-related officer communities are also meeting retention goals. While both informa-tion warfare (IW) and information professional (IP) communities experienced growth associated

with increased cyber missions, we are retaining officers in these communities at 93 percent overall. Both IW and IP are effectively managing growth through direct accessions, and through the lateral transfer process, thereby ensuring cyber-talented officers enter, and continue to serve.

With respect to the civilian workforce, we are aggressively hiring to our civilian authorizations consistent with our operational needs and fully supported by the Navy’s priority to ensure health of the cyber workforce. We have also initiated a pilot internship program with a local university to recruit skilled civilian and military cyber work-force professionals. Navy will measure the success of this approach as a potential model to harness the nation’s emerging cyber talent.

As the economy continues to improve, we expect to see more challenges in recruiting and retaining our cyber workforce.

educate, train, maintain

To develop officers to succeed in the increas-ingly complex cyberspace environment, the U.S. Naval Academy offers introductory cyber courses for all freshman and juniors to baseline knowl-edge. Additionally, USNA began a Cyber Opera-tions major in the fall of 2013. Furthermore, the Center for Cyber Security Studies harmonizes cyber efforts across the Naval Academy.

Our Naval Reserve Officer Training Corps’ (NROTC) program maintains affiliations at 51 of the 180 National Security Agency (NSA) Centers of Academic Excellence (CAE) at colleges around the country. Qualified and selected graduates can commission as information warfare officers, infor-mation professional officers, or intelligence officers within the information dominance corps.

For graduate-level education, the Naval Postgraduate School offers several outstanding graduate degree programs that directly underpin cyberspace operations and greatly contribute to the development of officers and select enlisted personnel who have already earned a bachelor’s degree. These degree programs include electrical and computer engineering, computer science, cyber systems operations, applied mathemat-ics, operations analysis, and defense analysis. Naval War College is incorporating cyber into its strategic and operational-level war courses, at both intermediate and senior graduate-course levels. The college also integrates strategic cyber research into focused information operations (IO)/Cybersecurity courses, hosts a center for cyber conflict studies (C3S) to support wider cy-ber integration across the college, and has placed special emphasis on cyber in its war gaming role, including a whole-of-government cyber war

game under active consideration for this coming summer or fall.

With respect to training of the Cyber Mission Force, U.S. Cyber Command mandates Joint Cyberspace Training & Certification Standards, which encompass procedures, guidelines, and qualifications for individual and collective train-ing. U.S. Cyber Command with the Service Cyber Components has identified the advanced training required to fulfill specialized work roles in the Cyber Mission Force. Most of the training today is delivered by U.S. Cyber Command and the National Security Agency in a federated but inte-grated approach that utilizes existing schoolhouses and sharing of resources. The Navy is unified in efforts with the other services to build joint cyber training capability, leveraging joint training oppor-tunities, and driving towards a common standard.

decliNiNg BudgetS

While the overall Navy budget has been im-pacted by financial constraints and sequestration, the Navy has done a good job in terms of mini-mizing the budgetary impact on U.S. Fleet Cyber Command and the capabilities it employs to conduct its operations. Should this circumstance change and future budgets decline, however, there will be an impact to the capability and capacity to conduct operations in cyberspace. The scope and magnitude of such impacts would be driven by the scope and magnitude of a budget decline.

It is, however, possible to speak in broad terms regarding the potential areas of impact. Operations in cyberspace are highly dependent on people—to a certain extent our people are part of the warfighting platform in cyberspace. Budgetary declines impacting our ability to at-tract and retain the numbers of people with the requisite skills and experience would negatively impact the Navy’s ability to conduct operations in cyberspace. Additionally, declining budgets affecting the ability of the Navy to implement initiatives described above that reduce the net-work intrusion attack surface, enhance defense in depth and cyber situational awareness, or modernize/migrate to the Joint Information En-vironment greatly jeopardizes the Navy’s ability to accomplish all missions, since all Navy mission accomplishment depends on having an avail-able and secure network. Finally, reductions to procurement accounts, beyond cyber operations or network-specific budgets, traditionally have delayed or slowed modernization of programs across the Navy. The unintended consequence of delayed modernization is delayed cyber vulner-ability remediation in everything from business applications to weapon systems.


of this delayed flight testing, the program estimates there is a risk

to completing Block 3F on time—believing it is now about four to

six months later than expected. This delay is not expected to im-

pact U.S. Navy IOC in 2018 or other partner’s capabilities, because:

(1) the program has some time to improve on this schedule delay

with better systems engineering and software process improve-

ments; and (2) the program did build some realistic margin into the

original schedule for the need date of this Block 3F software.

As for flight testing, the program will be complete with all Block

2B flight testing this spring, will continue Block 3i flight testing,

and, as stated before, begin Block 3F flight testing this summer.

There were numerous accomplishments this year in flight testing,

most notably, completion of a very successful initial F-35C ship

suitability sea trial aboard the USS Nimitz, a large deck carrier. This

initial sea trial was quite successful in proving that the F-35C can

be embarked and employed on Navy carriers—an important step

for our naval warfighters. Our performance on the USS Nimitz in

terms of carrier landings, also known as “traps,” was superb in that

we made 124 traps out of 124 attempts without a single missed

landing.

PRoDUction

In 2014, per our production plan, the program delivered 36

aircraft to our customers and has now delivered 124 aircraft to

our test, operational and training sites. Today, the production line

is running approximately two months behind schedule. But due

to government/industry manufacturing management initiatives,

production deliveries are improving, and the current delays do not

pose any long-term schedule or delivery risk to the program.

As the program increases production over the next four years,

we are watching to make sure the supply base, as well as Lock-

heed Martin and pratt & Whitney, are ready for this production ramp

increase and conduct continuous production readiness reviews to

reduce any production risks.

From a business perspective, the program recently awarded the

contract for the 8th production Lot of 43 airplanes and is preparing

to begin negotiations on Lots 9 and 10, which will be negotiated

together; much like was done for Lots 6 and 7. We are also looking

forward to beginning negotiations for Lot 11 in 2016.

The price of F-35s continues to decline steadily lot after lot.

For example, the price of a Lot 7 F-35A was 4.3 percent less than

a Lot 6 F-35A aircraft and a Lot 8 F-35A aircraft was 3.6 percent

less than a Lot 7 F-35A, including the engine and profit for both

contractors. reductions are expected to continue into the future,

leveraging the program’s ongoing affordability initiatives. By 2019,

the expected price of an F-35A model, with an engine and including

profit, is between $80 million and $85 million, in 2019 dollars.

The program is also seeing the quality of the aircraft and en-

gines improve and the number of hours required to build the aircraft

and engines decline, although more progress needs to be made

here. These have been important factors in the continued price

reduction and future on-time delivery of aircraft and engines. The

F-35 program is committed to providing a quality product to our

warfighter, partner nations and foreign military customers. This

begins with establishing the appropriate contractual requirements

and program plans, ensuring contractor flow-down to its supply

chain, and monitoring execution through robust performance met-

rics. The program continues to work closely with the Defense Con-

tract Management Agency and the prime contractors to address

process discipline, attention to detail and adherence to established

and robust procedures, which are critical to product integrity.

On a final note concerning production, as you know, the pro-

gram is also building two Final Assembly and Checkout Facilities

(FACOs)—one in Italy and one in Japan. Today, there are aircraft

being built on the production line at the FACO in Italy and, some-

time this year, the Japanese will begin building their own F-35s at

their FACO in Japan. We are not anticipating problems with either

facility at this time.

Continuing on this international theme, South korea signed a

commitment to purchase 40 F-35A aircraft starting in Lot 10, and

last year Israel added 14 more F-35As to their original 19-aircraft

order, with a future additional purchase in two to three years.

Additionally, Canada has decided to wait until after its national

elections this spring before deciding on its selection of a fighter

replacement, although it remains a full partner on the F-35 pro-

gram. Also, Denmark, a full partner in the program, is expected

to make its final fighter replacement selection sometime in the

summer of 2015.

SUStAinment

As of March 1, 2015, the program has logged more than

27,000 flight hours and flown more than 15,000 sorties since our

first flight in 2006. Today, over 124 operational, test, and train-

ing jets are operating at nine sites. Additionally, the program has

completed all F-35A deliveries to eglin Air Force Base (AFB), has

started deliveries to Luke AFB, which is the main training base for

the Air Force and partners, including Australia’s first two F-35As.

The program has also started F-35B pilot training at Marine Corps

Air Station Beaufort. In the next four years we will add another 17

operating bases to the F-35 enterprise across all three regions,

North America, the pacific and europe.

One of the major areas of concern with maintenance and sus-

tainment over the past 18 months has been the ability to have air-

craft that are available and ready to fly. The metrics used to mea-

sure this are called aircraft availability and mission capable rates.

Aircraft availability is a measure, in percentage, of how many

aircraft are available in the hands of the warfighter on any given

day—meaning they are not in maintenance or being modified.

Mission capable rate is the percentage of available aircraft that

are capable of flying particular missions, having passed all their

pre-flight maintenance and pilot checks. Typical aircraft availabil-

ity rates range from 60 to 75 percent, and typical mission capable

rates range from 70 to 80 percent. In 2013, these measures were

not good; Aircraft Availability was around 35 percent and Mission

Capable rates were around 40 to 45 percent. As a result, in 2014,

we began a dedicated reliability and Maintainability program,

along with a focused look at our maintenance procedures known

as “operationalizing the F-35.” These programs incorporated air-

craft design improvements, repair improvements on parts that are

F-35 Program Update➥ Continued from paGe 1


broken, better maintenance procedures

and manuals, and better, more available

spare parts. All of this has resulted in

steady improvements over the past year

and a half. Today, aircraft availability

has improved from being in the 30 to 40

percent range, to around 55 percent, and

mission capable rate is now up around

65 to 70 percent, from around 45 percent

a year ago. Although we have more work

to do to improve on these metrics, the

current set of initiatives seems to have

started a positive trend.

These programs have also had signifi-

cant cost benefits and reductions in the

long run when looking at the program’s

overall life cycle operating and sustain-

ing costs. Along with these two programs,

our team has also established a Cost War

room with a goal of reducing the overall

operating and sustaining life cycle cost of

the program by 30 percent. The Cost War

room identifies, and then executes, cost-

reduction initiatives from across the entire

spectrum of the program, including fund-

ing the design of newer, less expensive,

more reliable parts and tooling, improving

maintenance procedures and manuals, and even looking at different

places and different industry partners in terms of repairing parts.

Since the Cost War room was stood up in 2013, the program has

reduced the overall life cycle operating and sustaining cost estimate

nearly 9 percent based on the Department of Defense Office of Cost

Assessment and program evaluation estimates, and we will continue

to drive the life cycle costs down.

The final topic concerning maintenance and sustainment we

would like to address is the establishment of the global sustainment

posture across europe, Asia-pacific and North America. In 2014,

the program began the process for assigning the repair capabilities

to our partner and FMS customers across these three regions. The

first of these assignments were announced at the end of 2014 and

included the regional maintenance, repair, overhaul and upgrade

(MrO&U) capabilities for airframes and engines for both the euro-

pean and pacific regions. These initial MrO&U assignments will

support near-term F-35 airframe and engine overseas operations and

maintenance and will be reviewed and updated in approximately five

years. In the european region, F-35 initial airframe MrO&U capability

will be provided by Italy by 2018. Should additional airframe MrO&U

capability be required, the United kingdom would be assigned to

supplement the existing capability. In the european region, engine

heavy maintenance will initially be provided by Turkey, also in 2018,

with The Netherlands and Norway providing additional capability ap-

proximately two to three years after Turkey’s initial capability. In the

pacific region, F-35 airframe MrO&U capability will be provided by

Japan for the Northern pacific and Australia for the Southern pacific,

with both capabilities required by early 2018. For F-35 engine heavy

maintenance in the pacific, the initial capability will be provided by

Australia by early 2018, with Japan providing additional capability

three to five years later.

The program will continue this process in 2015 and 2016 with

the Department of Defense assigning to our partners and FMS

customers, other repair capabilities, such as landing gear, electri-

cal and hydraulic systems, maintenance of support equipment and

warehousing for the global supply chain.

RiSkS AnD chAllenGeS

Now we would like to shift gears and discuss some of the chal-

lenges and risks the program has encountered.

As a program, the biggest technical concern is still the

development and integration of software. The aircraft alone has

approximately 8 million lines of code, with another 16 million lines

of code on the off-board systems. This is an order of magnitude

greater than any other aircraft in the world and represents a com-

plex, sometimes tricky, and often frustrating element in the pro-

gram. The discipline the program instilled several years ago in the

way software is developed, lab tested, flight tested, measured and

controlled by the program office, has produced much better and

more predictable results over the past two years. The program is

in the final stages of flight test for Block 2B software as stated

before, and we are happy to say that the program will deliver

Block 2B with the software capability that was promised, although

there are a number of workarounds and deficiencies that will

need to be corrected in the future. Block 3i is on the same path

to deliver the capabilities as promised, although technical issues

have caused 3i to be delayed. However, the program had planned

for some difficulties in Block 3i development and built margin into

the schedule for this work. Currently Block 3i will deliver in time

for production aircraft and to meet Air Force IOC. Block 3F has

the most software risk facing the program today. The Block 3F

software must take information from other sources, such as other


non-F-35 aircraft, satellites, and ground stations, and fuse this

information with F-35 information, giving the pilot a complete and

accurate picture of the battlespace. This multiplatform fusion, as

it is called, is the hardest thing the program has to accomplish

with Block 3F, and it is being closely watched. The combination of

starting Block 3F flight testing late and the technical challenges

of this fusion software is the source of the program estimate that

Block 3F may deliver four to six months late.

This past year presented some other significant challenges,

including the engine failure that occurred last summer and our

continuing efforts with our Autonomic Logistics Information Sys-

tem, known as ALIS.

On June 23, 2014, an F-35A on takeoff roll experienced a failure

to the third stage rotor, which “liberated” engine parts—sending

them through a fuel tank, which caught fire. Thankfully, the pilot

successfully aborted the takeoff and exited the aircraft with no

injuries. The entire fleet was grounded on July 3, 2014, but flight

operations were restored in a limited capacity on July 14, 2014.

return to flight imposed additional restrictions on flight opera-

tions, including limiting maneuverability in certain parts of the flight

envelope (specifically Mach and g-forces the pilot could demand of

the aircraft), as well as inspections of the engine after every three

flight hours. This additional workload and aircraft limitations slowed

the pace of developmental testing and added to the maintenance

burden in the operational units. Throughout the summer and into

the fall, the Joint program Office (JpO), Service System Commands

and industry worked diligently to analyze the problem, prioritize test

assets and open the flight envelope in a safe, methodical fashion.

This enabled the enterprise to continue flight testing in portions

of the envelope previously restricted, providing some relief to the

maintainers in the field.

One key improvement was to increase the inspection interval

from three to 13 flight hours for the operational fleet. The program

was able to determine root cause, and developed an interim solu-

tion: a “pre-trenched” rub material that will be implemented in the

field starting later this year. pratt and Whitney has agreed to cover

the costs for the repairs to engines in the field and the cut-in of the

solution to the production line, while the program office will pay for

the design activity as per the development contract. The program

continues its work on a long-term fix to the engine and expects to

review and select from the design solutions this spring, followed

by design and qualification testing, and finally, incorporation of

the solution into the production line. This work is expected to be

completed in 2015.

Another technical risk the program continues to monitor is

ALIS. For too long, the program treated this crucial element of the

F-35 weapon systems as a piece of support equipment instead of

the very complex, software intensive, total logistics and mainte-

nance system it is. This is now being addressed by treating ALIS

as if it were its own “weapon system.” The program has added new

disciplined systems engineering processes that include periodic

design reviews, a new leadership structure, improved lab infra-

structure and testing to include warfighter involvement and a more

structured software delivery plan and associated metrics. The

program has seen solid improvements in ALIS over the past two

years with better and faster incremental fixes, including updates

made with the fielded versions of the software in 2014. In 2015,

the program will field additional capability including a deployable

version of ALIS in support of U.S. Marine Corps IOC and in 2016

will add capability which the Air Force requires for its IOC. To

summarize, we remain confident that all these technical risks and

developmental issues are on the path to successful mitigation and

resolution, although the ALIS system as a whole remains slightly

behind schedule.

AFFoRDAbility

Affordability remains our number one priority. We have made it

clear to the program management team and the F-35 industrial base

that the program must finish development within the time and money

the program has, must continue to drive the cost of producing F-35s

down, and must continue to attack the long-term life cycle costs of

the F-35 weapon system. It is absolutely critical that we make this

weapon system affordable. To that end, the program has engaged in

a multipronged approach to reduce costs across production, opera-

tions and support.

First, the program has an agreement with our contractor partners

Lockheed Martin, Northrup grumman and BAe Systems on reducing

aircraft production costs through an effort the program has termed

the “Blueprint for Affordability,” and reducing cost on the F135

engine through pratt & Whitney’s current “War on Cost” efforts and

future planned Blueprint for Affordability activities. The goal is to

reduce the flyaway cost of the F-35A to between $80 million and $85

million by 2019, which is anticipated to commensurately decrease

the cost of the F-35B and F-35C variants. The effort involves the

contractors investing funds upfront on cost reduction initiatives

mutually agreed upon by the government and the contractor. This

arrangement motivates the contractors to accrue savings as quickly

as possible in order to recoup their investment, and the government

benefits by realizing cost savings at the time of contract award. This

arrangement also proves out the cost-reduction initiative process

before the government invests future money into this effort. The

combination of Blueprint for Affordability, the Cost War room ef-

forts of the JpO, and the reliability and maintainability program have

provided a viable path to reducing both the production cost of the

aircraft and the long-term operations and sustainment costs of the

F-35 weapon system.

conclUSion

In summary, the F-35 program is showing steady progress in all

areas including development, flight test, production, maintenance

and stand-up of the global sustainment enterprise. We believe the

program is on the right track and we will continue to deliver on the

commitments the program has made to the F-35 enterprise. As with

any big, complex development program, we will face challenges

and obstacles. However, we believe the program has the ability to

overcome any current and future issues, and the superb capabilities

of the F-35 are well within reach for all of us.

Additionally, we intend to continue leading the program with

integrity, discipline, transparency and accountability. We will hold

ourselves and our program team accountable for the outcomes on

this program. We recognize the responsibility the program has been

given to provide the backbone of the United States and allied fighter

capability with the F-35 for generations to come, and that your sons

and daughters, grandsons and granddaughters may someday take

this aircraft into harm’s way to defend our freedom and way of life. It

is a responsibility we never forget.


increased sensitivity to climate change and natural disasters, risk of pandemic disease and epidemic drug use and distribution.

In addition to these challenges, the United States must continue to deter North Korean provocation, ensure access to air and sea lanes, encourage peaceful resolution of ter-ritorial and maritime disputes in the East and South China Seas, respond to natural disasters and theater health issues, check the flow of violent extremists from the Middle East to violent extremist organizations (VEOs) in the Indo-Asia-Pacific, address transnational crimes, monitor an increasingly active Russia and constructively engage a rising China. Despite all of the challenges, the theater pos-sesses opportunities for the United States, its allies, and its partners. In order to capitalize on these opportunities, foster the region’s eco-nomic potential, and provide the security and stability necessary to protect areas of common interest, USPACOM remains engaged.

The Indo-Asia-Pacific requires stable political institutions to effectively govern and prosper. Overall, but with notable exceptions, the countries of the Indo-Asia-Pacific region are more politically stable than in previ-ous years. The general health of democratic institutions across the region is evidenced by several critical leadership transitions which occurred last year. Successful, peaceful participatory elections occurred in India and Indonesia. Sri Lanka achieved a peaceful tran-sition of power following its January election. Fiji took a major step toward moving past its 2006 military coup by holding elections last September. Citizens in many countries were able to peacefully protest without fear of oppressive action. While these activities are reassuring, challenges remain. For example, Thailand’s military coup removed a demo-cratically elected administration, and interim leaders have yet to restore a democratic government.

North korea

North Korea remains the most danger-ous and unpredictable security challenge. The regime continues its aggressive attitude while advancing its nuclear capability and ballistic missile programs. While the international community continues to urge North Korea to live up to its international obligations

and return to authentic credible negotiations under the Six-Party Talks framework, North Korea has unfortunately shown no willing-ness to seriously discuss its denuclearization commitments and obligations, and additional nuclear tests remain possible. It is expected that North Korea will continue to showcase ballistic missile development (to include mobile intercontinental ballistic missiles and intermediate range Musudan missiles) and conduct launches in direct violation of several United Nations Security Council Resolu-tions (such as the short-range ballistic missile launches in March 2015). North Korea al-ready announced its intent to conduct “annual and regular” drills to advance this prohibited capability.

Additionally, North Korea demonstrated the will to employ cyber techniques to impose costly damage to civilian companies, as was demonstrated in the high-profile attack on Sony Pictures Entertainment. North Korean cyber-actors continue to conduct cyber ac-tions against South Korean military and civil-ian networks. USPACOM remains concerned about the destructive nature of this state-sponsored cyber-attack targeting a commercial entity and its employees in the United States. These actions demonstrate North Korea’s dis-regard for international norms. North Korea’s actions are beyond the bounds of acceptable state behavior in cyberspace.

territorial and maritime issues

Territorial and maritime issues in the East and South China Seas, if not handled properly, may negatively impact stability in the regional and the security environment. The claimants’ use of maritime law enforce-ment vessels to enforce their claims has largely kept these issues out of the military sphere, despite a steady increase in military air and sea patrols. While no country appears to desire military conflict, an escalation due to a tacti-cal miscalculation cannot be ruled out.

In the East China Sea, Japan and China both claim sovereignty over the Senkaku Islands. While the United States does not take a position on ultimate sovereignty over the islands, it has long recognized Japanese ad-ministration of them. China’s behavior in the area has resulted in close encounters at sea, aggressive Chinese air intercepts of Japanese reconnaissance flights, inflammatory strategic

messaging, and the no-notice declaration of a Chinese Air Defense Identification Zone in the East China Sea.

The South China Sea issues are complex. Six claimants (China, Vietnam, Malaysia, Brunei, Taiwan and the Philippines) have overlapping claims in the South China Sea. As the South China Sea claimants’ populations and economies continue to grow, access to the oil, gas, minerals and fisheries within the South China Sea becomes more important. Claimants appear to be asserting their claims through increased maritime patrols, outpost and facility construction, and land reclama-tion.

China has the broadest claim with its self-proclaimed “nine-dash line” that covers almost the entire South China Sea. China’s lack of clarity with regard to its South China Sea claims, and China’s attempts to unilater-ally enforce its ambiguous claims, has created uncertainty in the region. Any use of the nine-dash line by China to claim maritime rights not based on claimed land features would not align with international law. The international community would welcome China to clarify or adjust its nine-dash line claim and bring it into accordance with the international law of the sea, as reflected in the Law of the Sea Convention.

To achieve its long-term goals in the region, China is executing a strategy that includes expanding outposts in contested areas through land reclamation on South China Sea features, taking actions to prevent other nations from establishing/maintaining outposts, exploring for natural resources in disputed waters, and increasing its naval and air forces’ presence through exercises and pa-trols. China’s aggressive land reclamation and construction projects at eight South China Sea military outposts include new buildings, more capable berthing space for ships, and presumably an airfield on the Fiery Cross Reef (China’s largest reclamation project). Al-though land reclamation cannot, for example, change a submerged feature into a natural island that generates any legal entitlements to maritime zones, the completion of these projects will give China the ability for greater presence, increase dwell time for military and coast guard assets, and expand the areas cov-ered by surveillance and area-denial systems. Examples of activities supporting China’s long-term strategy include attempts to block

Naval Strategy and Posture in the Asia-Pacific➥ Continued from paGe 1


resupply missions to the small Philippine garrison at Second Thomas Shoal and exclude Philippine and other fishermen from the disputed Scarborough Reef. Last year, China also moved a China National Offshore Oil Corporation drilling platform into Vietnam’s claimed Exclusive Economic Zone (EEZ) resulting in a tense standoff between Vietnam-ese and Chinese maritime assets substantially increasing the possibility of miscalculation between the two countries.

The United States does not take a position on issues of sovereignty with respect to territo-rial claims in the East and South China Sea, but we do insist that all maritime claims must be derived from land features in accordance with international law as reflected in the Law of the Sea Convention. The United States also continues to emphasize the importance that maritime and territorial disagreements be resolved peacefully in accordance with international law and opposes the use of intimidation, coercion or force to assert claims. An example of such an attempt at peaceful resolution is the Philippines’ arbitra-tion against China under the Law of the Sea Convention that is being heard by a tribunal in The Hague. Of note, China has refused to participate in this arbitration to date.

Natural disasters

The Indo-Asia-Pacific accounted for over 40 percent (1,690 incidences) of the world’s reported natural disasters during the period between 2004 and 2013, and, because of the region’s coastal population density, these disasters were particularly deadly, claiming more than 700,000 lives. The Pacific Rim’s tectonic plate structure produces its well-known Ring of Fire, which regularly trig-gers earthquakes, volcanoes and tsunamis. Weather extremes and anomalies continue to plague the region. Understanding the scope and severity of long-term climate change, unexpected climate shocks and climate variability events such as El Nino are shared global challenges.

In addition to seismic and climate chal-lenges, areas of large populations, dense liv-ing conditions, and poor sanitary conditions in the region create optimal conditions for the rapid spread of human- or animal-borne diseases. To address these challenges, US-PACOM focuses on pre-crisis preparedness with training and exercises. For example, many of the lessons learned and preparedness measures implemented after Typhoon Haiyan

(Operation Damayan, November 2013) resulted in less damage and loss of life when Typhoon Hagupit passed over the Philip-pines last December. U.S. forces regularly train with allies and partners on humanitar-ian assistance and disaster relief operations and stand ready to respond in support of interagency partners to a natural disaster or the frequent vectors of disease that plague the region. Regional information sharing and rapid response to health crises are improving, but the danger remains high. USPACOM will continue to focus on improving pre-crisis preparedness and working with allies and partners in the region to ensure an effec-tive response when an event occurs.

violent extremism

The ongoing conflict in Syria and Iraq attracts foreign fighters from countries throughout the Indo-Asia-Pacific. Current assessments indicate approximately 1,300 foreign personnel fighting alongside the self-proclaimed Islamic State of Iraq and the Levant are from the Indo-Asia-Pacific. A small number of these combat-experienced fighters who return home could enhance the capability of regional extremist networks within the most densely populated areas of the world. In South Asia, partner nations maintain pressure on extremist networks but face a persistent threat from transnational groups that continue adapting to shifting geopolitical factors, competition among global extremist groups, and counterter-rorism actions by the United States and its regional allies. Al-Qaida’s increased rhetoric focused on South Asia and the announce-ment of a new affiliate, “Al-Qaida in the Indian Subcontinent,” suggest Al-Qaida will focus resources on uniting established terror-ist groups to engage in jihad in South Asia. Lashkar-e Tayyiba and other Pakistan-based groups continue fighting in Afghanistan, but they will likely shift some of their opera-tional focus to the Indian Subcontinent in the next one to three years as Coalition forces drawdown. In southeast Asia, regional partners maintain persistent pressure on extremist networks; however, competing security priorities in the region, coupled with the sensationalism of developments in the Middle East, have pressurized counter-terrorism attention. Extremist groups are increasingly interconnected and the region remains a potential safe haven, facilitation hub and area of operations for extremists.

Proliferation issues

Rapidly developing technology manufac-turing sectors in the Indo-Asia-Pacific region have in many states outpaced the concurrent development of those states’ effective export controls. The region includes some of the busiest maritime and air ports in the world with shipments of proliferation concern likely passing through these ports almost daily. These shipments include dual-use items—commercial items controlled by the nuclear, ballistic missile and chemical/biological weapons control regimes, others covered by associated catch-all controls—manufactured in or re-exported from states with spotty export control enforcement. Iran built its robust nuclear infrastructure and advanced its ballistic missile systems with materials that passed through the USPACOM AOR; North Korea continues to procure for its nuclear and ballistic missile programs—and proliferate conventional arms for revenue generation—using a network of individuals and entities throughout the region. PACOM engages regional partners in capacity-building activities designed to improve export controls and interdiction capabilities in the region. In August 2014, PACOM hosted personnel from 31 nations as part of the Proliferation Security Initiative (PSI) Exercise Fortune Guard, which marked the beginning of a six-year series of exercises that various “expert” nations in the region will host (New Zealand, Australia, Singapore, Japan, South Korea and the United States). Exercises such as Fortune Guard provide nations a forum to demon-strate the intention to act and share the best tactics against proliferators, emphasizing a whole-of-government approach to confront this complex challenge.

transnational crime

There is a growing trend for regional hu-man and drug trafficking organizations to op-erate as global enterprises. In addition to the devastating impact widespread drug use has on a society, the revenue generated from these illicit activities fund terrorists and violent extremist organizations. Methamphetamine and amphetamine-type stimulants continue to be the primary drug threat in the USPACOM AOR. The majority of methamphetamine available in the United States comes from Mexico, primarily across the southwest border region, and an estimated 90 percent of the precursor chemicals used to produce Mexican


methamphetamine comes from China. Fur-ther, the annual volume of methamphetamine seizures made along the U.S. southwest border region has exceeded cocaine seizures in the past three years.

Nearly 21 million victims of human traf-ficking are estimated worldwide and nearly two-thirds are from Asia, with India, China, Indonesia, Bangladesh and Thailand among the countries with the highest number of vic-tims. Women and children—especially those from the lowest socioeconomic sectors—are the most vulnerable demographics. Roughly a quarter end up in the commercial sex trade, while others are forced into difficult and dan-gerous positions in factories, farms, or as child soldiers. Still others are bound to families as domestic servants. Human trafficking victims often suffer physical and emotional abuse and social stigmatization while being denied their basic human rights and fundamental freedoms. While awareness is rising, much remains to be done to combat this particu-larly heinous crime. USPACOM forces build partnership capacity and share intelligence in order to combat these transnational threats.

russian intent

Russia is reasserting itself politically and militarily in the Pacific. In the USPACOM AOR, Russian Navy and long-range aviation operational tempo have recently increased significantly, but not above Cold War levels. Though challenged by maintenance and logis-tical issues, Russian Navy cruisers, destroyers and frigates have increased their operations and reach. The Russian Pacific Fleet sent ships to support operations in the Middle East and

Europe, while Russian ships from the Baltic and Black Sea Fleets deployed into the Asia-Pacific. Russian Bear bombers and reconnais-sance aircraft regularly fly missions in the Sea of Japan and continue operations as far east as Alaska and the west coast of the continental United States. The anticipated fielding later this year of Russia’s newest class of nuclear ballistic missile submarine (Borei-class SSBN) and upgrades to Russia’s land-based ballistic missiles will modernize Moscow’s nuclear capability in the Asia-Pacific. Russian ballistic missile and attack submarines remain active in our region. Russia aims to demonstrate military capabilities commensurate with its Pacific interests: ensuring Russian sovereignty, sovereign rights, and jurisdiction in the Asia-Pacific, strengthening its sphere of influence, and projecting a credible deterrent force.

chinese military modernization and Strategic intent

Recent statements by senior PRC leaders, such as PRC President Xi Jinping, suggest that the PRC may be attempting to advance a vision for an alternative security architecture in Asia that affords Beijing increased influ-ence in the region and diminishes the role of the United States. This Chinese view was highlighted in Shanghai last summer at the Conference on Interaction and Confidence Building Measures in Asia. At the conference, President Xi Jinping called on all of Asia to support the development of a new security order centered on China. The proposed new order also requires a curtailment of alliance-strengthening diplomacy, of which the “U.S. Rebalance to Asia” is noted as the greatest

offender. China is proposing an alternative strategy to regional security issues where the United States plays, at best, a deferential role.

China is engaged in a comprehensive military modernization program to transform its forces into a high-tech military capable of conducting complex operations. Many of China’s initiatives are intended to develop capabilities to deter or counter third-party intervention in regional contingencies. These anti-access/area-denial (A2AD) capabilities are focused on controlling access and freedom of operations in vast portions of the air and maritime domains, as well as space and cyberspace. These include a series of sophis-ticated and increasingly long-range anti- ship cruise missiles, ballistic missiles, air-to-air and air-to-ground missiles, and kinetic and non- kinetic counter-space systems. China is also making significant advances in electronic warfare capabilities, which are contributing to the A2AD challenge.

China continues an aggressive shipbuild-ing program to produce and field advanced frigates, destroyers, and the first in-class cruis-er-sized warship. Chinese shipyards are also producing newer, more capable submarines as they inactivate older submarines, resulting in a fleet that is not growing substantially in number but is significantly more capable. Ad-vances in China’s strategic capabilities remain significant. China now has three operational JIN-class ballistic missile submarines (Type 094), and up to five more may enter service by the end of the decade. The JIN-class sub-marine carries the JL-2 submarine launched ballistic missile with a range capable of reaching the U.S. and will give China its first credible sea-based nuclear deterrent. Nuclear deterrence patrols will likely commence this year. Lastly, we expect China to soon begin constructing an indigenous aircraft carrier.

China is using computer network ex-ploitation capabilities to support intelligence collection to advance its defense and high-tech industries. Through a sophisticated cyber program, China is generating insights on U.S. security policies, defense networks, logistics and military capabilities.

As the Chinese military modernizes its capabilities and expands its presence in Asia, U.S. forces are drawn into closer and more frequent contact and the risk of an accident or miscalculation increases. This places a premium on efforts to increase mutual under-standing and trust in order to reduce risk. The Chinese Navy is more frequently operating in the Indian Ocean, expanding the area and

Japan Maritime Self-Defense Force guided-missile destroyer JS Atago (DDG 177) conducts a replenishment-at-sea with the Military Sealift Command fleet replenishment oiler USNS Pecos (T-AO 197) during Multi-Sail 2015.


duration of operations and exercises in the Western and Central Pacific Ocean, and peri-odically venturing into other non-traditional areas, as exemplified by recent port visits to Europe. The complexity of the regional and global security environment, as well as China’s military advancements, necessitates a continu-ous dialogue between the U.S. and Chinese militaries to expand practical cooperation where national interests converge and discuss areas where goals diverge, especially during periods of friction.

AllieS ANd PArtNerS

The United States’ five treaty allies in the Indo-Asia-Pacific are: Australia, Japan, Republic of Korea, Philippines and Thai-land. In addition to U.S. treaty alliances, the United States continues to strengthen existing partnerships and build new relationships to advance common interests and address shared concerns. U.S. allies and key partners in the theater play a fundamental role in addressing the security challenges. Strengthening and modernizing alliances and partnerships is a top USPACOM priority.

Australia

Australia continues to be a close, steadfast and effective ally in the Indo-Asia-Pacific. The alliance anchors peace and stability in the region, and Australia has taken a lead-ing role in addressing regional security and capacity-building issues, including lead roles in Humanitarian Assistance and Disaster Relief events. Australia is also a key contribu-tor to global security, including counter-ISIL efforts in Iraq and the Resolute Support mission in Afghanistan. With the ongoing implementation of the Force Posture Initia-tives, which provide expanded opportunities for bilateral and multilateral engagement, the Marine Rotational Force-Darwin successfully completed its third rotation while increasing its presence from 250 to 1,177 U.S. Marines. The U.S. Air Force is increasing its rotation of aircraft to Australia. In addition to the Force Posture Initiatives, the United States and Australia are identifying additional opportu-nities to increase collaboration in counter-terrorism, space, cyber and integrated air missile defense and regional capacity building. Australia is procuring a number of high-tech platforms that will increase interoperability such as the F-35 Lightning II, P-8 Poseidon, C-17 Globemaster III, and EA-18G Growler

aircraft as well as Global Hawk UAVs and MH-60R helicopters. To ensure greater syn-chronization and integration, the Australian government provides a general officer and a senior executive to USPACOM, as well as another general officer to U.S. Army Pacific, as tangible examples of a mutual commitment to the alliance.

Japan

The U.S.-Japan alliance remains strong and productive through both countries’ shared commitment to a full range of military capabilities with expanding responsibility for training, exercises, interoperability, and bilateral planning. Japan’s 2013 National Security Strategy and the July 1, 2014 cabinet decision on collective self-defense are positive developments and indicators of Japan’s ability and willingness to assume a greater role in the regional security architecture. The Abe admin-istration will submit implementing legislation to the National Diet during its spring session, and debate is expected to conclude in summer 2015. The U.S.-Japan Guidelines for Defense Cooperation are being revised, and that process will conclude with public presenta-tion of the Guidelines in the near future. We are hopeful that Japan’s upcoming legislative changes support new and expanded forms of cooperation.

U.S. Forces Japan continues to build its close relationship with the Japanese Joint Staff to enhance interoperability and information sharing through realistic training, exercises, and bilateral planning. USPACOM will con-tinue to maintain a robust military presence in Japan to meet future security challenges and encourage greater trilateral military en-gagements with the Republic of Korea (ROK) and Australia.

Efforts continue toward improving U.S.-Japan-ROK trilateral coordination in response to North Korean provocative behavior. The December 2014 signature of the U.S.-Japan-ROK Trilateral Information Sharing Arrange-ment is a positive first step toward greater information sharing on North Korean missile and nuclear threats.

As Japan increases its defense spend-ing, it is procuring a number of high-tech platforms that will increase interoperability such as the F-35 Lightning II aircraft, MV-22 Ospreys, and the Global Hawk UAV, as well as upgrading existing AEGIS destroyers with the latest BMD capability and constructing two additional AEGIS destroyers (for a total

of eight BMD capable platforms). Each North Korean ballistic missile provocation validates the investment of the AN/TPY-2 radars in Japan to provide ISR against missile threats. Last year's addition of the second radar in Japan and forward deploying two additional BMD capable ships will enhance our ability to defend our ally and the region, as well as provide early warning of missile threats to the U.S. homeland. Lastly, Japan continues to make significant infrastructure investments in country that complement the realignment of U.S. Marines from Okinawa to Guam in-cluding expanding the airfield and associated facilities at Marine Corps Air Station Iwakuni and construction of the Futenma Replacement Facility. It is important that these initiatives remain on track.

Philippines

The U.S.-Philippine alliance remains a positive source of strength and regional stabil-ity. Building upon the 1951 Mutual Defense Treaty, the Enhanced Defense Cooperation Agreement (EDCA) between the United States and the government of the Philippines was signed last April. Through enhanced U.S. rotational presence, the EDCA provides expanded opportunities to conduct theater se-curity cooperation activities and supports the Armed Forces of the Philippines (AFP) as it shifts focus from internal security to external defense. Full EDCA implementation awaits the outcome of a case before the Philippine Supreme Court, where deliberations could last into this summer.

After more than a decade, the Joint Special Operations Task Force created to counter violent extremist organizations in the Philippines will stand down and the AFP will sustain that mission. Training and advising objectives that were set to address organiza-tions such as the Abu Sayyaf Group and Jemaah Islamiyah have been met. Although the task force is standing down, a small US-PACOM footprint will remain embedded in the Philippines to continue working with the AFP leadership and planning staffs. The AFP has demonstrated an increased capacity and capability to handle domestic threats inside their country, but USPACOM will remain committed to supporting and advising the AFP at the operational level.

Competing claims in the South China Sea continue to be a source of friction and instability. China continues large-scale land reclamation around disputed features.


Furthermore, periodic resupply and troop rotations to the small Philippine outpost at Second Thomas Shoal (also known as Ayungin Shoal) are well-known points of contention with the Chinese government.

republic of korea

The U.S.-Republic of Korea (ROK) alli-ance remains strong and vital, and enduring for over six decades. Our militaries integrate complementary capabilities and enhance the relationship with honest and frank dialogue. During the most recent annual discussions, the United States and ROK made arrangements to delay wartime operational control transfer and adopt a conditions-based approach, rather than a calendar-based deadline. The United States and ROK intend to modernize the alliance to better inform the development or acquisition of Alliance capabilities required to address future threats from North Korea.

USPACOM will continue to work with the ROK to address the North Korean threat. North Korea continues to be a challenge due to provocations and uncertainty, which are viewed as a threat to peace and stability in the region. The ability to rapidly respond to aggression with combined U.S.-ROK-Japan capabilities is the best way to ensure deter-rence and maintain regional stability. Trilateral cooperation will improve each participant’s understanding of the mutual challenges and shared opportunities that exist in and around the Korean Peninsula.

Thailand

As Thailand is the oldest U.S. treaty partner (182 years), the United States values its friendship with the people of Thailand. The Thai military’s decision to suspend its constitution and assume control of the civilian government has impacted that relationship. Military engagements and exercises have been appropriately adjusted in a whole of govern-ment response to the coup, pending a return to a democratically-elected government. USPACOM will continue to demonstrate commitment while reinforcing democratic values and ideals.

The annual Cobra Gold exercise co-spon-sored with the Royal Thai Armed Forces is an important multilateral warfighting training event. This year’s exercise was significantly limited in scope and scale in response to the Thai coup, and heavily focused on humanitar-ian assistance activities.

india

Last year, India held the largest election in its history. With new leadership in place, India is energizing the U.S.-India strategic partnership. Prime Minister Modi has focused India’s foreign policy on building strong regional cohesion in South Asia. India’s two-decade-long “Look East Policy” has resulted in growing partnerships with Southeast Asian countries.

The U.S. military remains heavily engaged with New Delhi’s military, having conducted 69 major exercises in the past five years. The Indian Navy continues its strong participation in multilateral exercises including Indra with Russia, Malabar with the United States and Ja-pan, and RIMPAC with 23 navies from across the Indo-Asia-Pacific. India’s participation in these exercises signals their commitment as a regional security provider. Additionally, over the past three years the United States has been India’s largest defense trading partner. Through military modernization, robust defense trade (C-17s, C-130Js, and P-8Is, among other items), and a growing network of defense partnerships, India is asserting its role as an important regional actor determined to protect common interests and ensure free access to economically vital sea lanes, although with respect to military activities, India still asserts a security interest in its EEZ that does not conform to the law of the sea.

indonesia

Indonesia is a capable security partner in southeast Asia, and is increasingly focused on its role as a regional power, which USPACOM continues to support as a main pillar of mil-mil engagement. Presidential elections last July demonstrated a commitment to demo-cratic principles, and the August opening of Indonesia’s new Peace and Security Center to train regional partners on peacekeeping operations reinforces its position as a leader in security assistance. A growing area of coopera-tion with Indonesia is defense trade, which includes the sale of AH-64E Apache heli-copters and initial delivery of F-16 Fighting Falcon aircraft. Indonesia remains concerned about maintaining security and stability in the South China Sea. While their chief of defense has articulated a zero-war policy in the South China Sea, there are signs they are increasing-ly concerned over China’s so-called nine dash line overlapping with part of their claimed EEZ. While Indonesia continues a foreign

policy rooted in the Non Aligned Movement, USPACOM has seen significant gains in security cooperation activities. Indonesia will continue to balance its partnership with the United States with other nations such as Rus-sia and China, but security cooperation with the United States remains a top priority.

New Zealand

New Zealand is a respected voice in international politics and a recognized leader in Oceania that shares common security concerns with the United States, such as terrorism, transnational crime and maritime security. Military-to-military relations and defense engagements with New Zealand con-tinue to improve, and the United States and New Zealand executed the second series of an-nual bilateral defense dialogues last year. New Zealand’s establishment of a consulate general in Honolulu has also provided additional op-portunities for USPACOM and New Zealand to engage on issues of mutual interest. This new consulate general addition to Hawaii is timely as the United States celebrates the 100th anniversary of ANZAC with New Zea-land and the Australians this year.

oceania

Maintaining our close partnerships in Oceania is important to national security. The Compacts of Free Association with the Federated States of Micronesia, the Republic of the Marshall Islands, and the Republic of Palau are important agreements that guide the relationships. The U.S. defense obligations to these nations are reflected in our defense planning and preparation. In return, these compact agreements provide assured access to the three compact nations and their associ-ated 5.5 million square kilometers of Pacific in a contingency situation. They also give the U.S. authority to grant or deny access to another nation’s military forces, which allows the maintenance of a clear strategic line of communication across the Pacific. The United States’ continued commitment to defend the compact nations and to partner with other Pacific island countries sends a strong message throughout the region and reinforces its com-mitment to the Pacific Rebalance.

Fiji currently has its first democratically elected government since its military coup in 2006. In 2015, Fiji will re-enter into regional forums (e.g., Pacific Island Forum) and have new opportunities for engagement with the


United States. Several other countries (Papua New Guinea, the Solomon Islands and Vanu-atu) may face government reorganizations over the next year. These events may set back specific projects but will not likely impact stability or affect overall U.S. engagement.

Climate change will continue to be an im-portant issue across the Oceania region. This year’s forecasted El Nino event will likely re-sult in drought and increased tropical cyclone activity. The Republic of Marshall Islands will almost certainly face water shortage result-ing in requests for aid or disaster declarations under a subsidiary agreement to the Amended Compact of Free Association. Fiji, Kiribati, the Federated States of Micronesia, Papua New Guinea, Samoa and Tonga will likely face similar situations. The December 2014 United Nations Climate Change Conference addressed the impact of rising sea levels—a keen interest to Pacific Island Nations.

Singapore

Singapore continues its important role in regional security initiatives. Singapore’s role as a ‘Major Security Cooperation Partner’ is underscored by longstanding support of U.S. naval forces. For example, USS Freedom com-pleted a 10-month deployment in 2013, and USS Fort Worth is currently on a 16-month deployment. These forward forces contribute to naval readiness and partner capacity build-ing and enable rapid response to many crises, including Operation Damayan in the Philip-pines and Air Asia recovery efforts. Addition-ally, Singapore’s Changi Naval Base remains

a key enabler to providing critical support to the USS Fort Worth and other forward-operating forces.

china

In light of an increasingly complex regional and global security environment, in-cluding advances in China’s military capabili-ties and its expanding military operations and missions, the overall U.S. approach to China calls for a continuous dialogue between the armed forces of both countries to expand practical cooperation where national interests converge and to constructively manage dif-ferences through sustained and substantive dialogue. As a key element, the United States’ military engagement with China, within the guidelines of the 2000 NDAA, benefits the region, improves transparency, and reduces risk of unintended incidents, contributing to overall regional stability. The U.S. military has increased the depth of engagement with China in recent years and executed over 50 bilateral and numerous multilateral engage-ments last year. While these engagements are critical to improving transparency and reduc-ing risk, the U.S. military must continue to take a pragmatic approach as the United States attempts to help integrate China into the existing security architecture. China’s military investments, including A2AD capabilities, focused on the ability to control access and deny freedom of operations in vast portions of the air, maritime, space and cy-berspace domains raise concerns. The United States will need more transparency and

understanding of Chinese intentions in order to minimize friction and avoid miscalcula-tion or conflict in the future. Absent greater transparency from China, its ambiguous dashed-line claim, military modernization efforts and aggressive land reclamation in the South China Sea have significant implications for regional stability and the current security architecture.

Over the past year, the United States and China have agreed to mechanisms such as the Confidence Building Measures (CBMs) on Notification of Major Military Activi-ties and Rules of Behavior (RoB) for Safety of Air and Maritime Encounters, designed to underscore and reinforce existing inter-national law and standards while improving transparency, building trust and reducing risk of unintended incidents. The surface-to-surface encounters annex of the RoB CBM was signed last year and the air-to-air annex is scheduled to be completed by the end of this year. These new rules of behavior are non-binding and capture existing legal rules and standards. Additionally, the U.S. and China continue to use the Military Maritime Consultative Agreement meetings to discuss safety in the maritime domain and avoid cri-ses. As China continues to grow its military capacity and capability and operate further from its territory, these mechanisms become more important.

Both militaries have had success address-ing areas of common interest, such as counter piracy, military medicine, and HA/DR. Some of the most successful engagements were focused on military medical cooperation and shared health concerns. For example, the USPACOM surgeon hosted Chinese counterparts in Hawaii and Washington, D.C., which resulted in concrete opportuni-ties for continued military medical coopera-tion focused on disaster response, pandemic and emerging infectious diseases, and soldier care. In January 2015, the PLA hosted the USPACOM Surgeon and component sur-geons for a highly successful reciprocal visit. Demonstrating China’s increasing ability to operate beyond the Western Pacific and a successful engagement on an area of common concern, last December, U.S. and Chinese ships conducted counter piracy exercises in the Gulf of Aden and off the Horn of Africa. China’s participation in international efforts to address these problems and to operate and exercise with the United States and its allies and partners in a manner consistent with international law and standards is welcomed.

A combined fleet of U.S. Navy and Republic of Korea (ROK) navy ships participate in a photo exercise during exercise Foal Eagle 2015.


BuildiNg ANd StreNgtHeNiNg relAtioNSHiPS

The future security and prosperity of the Indo-Asia-Pacific depends upon building bilateral and multilateral relationships. Strong relationships, facilitated by a U.S. forward presence, advance common interests and ad-dress shared threats. USPACOM strengthens relationships with U.S. allies and partners through security cooperation and capacity building, bilateral and multilateral approach-es, and senior leader engagement.

Security cooperation and capacity Building

USPACOM enhances interoperability and information sharing with allies and part-ners in order to cooperatively address regional challenges. USPACOM’s Security Coopera-tion approach is focused on building partner readiness, assisting with partner capability gaps, identifying partner shortfalls, and ad-dressing the most critical capacity shortfalls. Last year, USPACOM identified C4ISR as a top priority for Security Cooperation with the Republic of Korea (ROK) and contribut-ed to the United States supporting the ROK purchase of Global Hawk—a high-altitude UAV platform that will help close the gap in some of the security challenges on the Korean Peninsula. Supporting USPACOM’s approach to addressing partner capability and capacity shortfalls will reduce risk, effectively use Se-curity Cooperation and Assistance resources, and maintain the momentum to bring the right capabilities into the AOR.

As mentioned earlier, the progress the Republic of the Philippines continues to make in addressing violent extremists groups inside their country is a testament to building capacity in USPACOM’s foreign internal defense efforts. USPACOM is also building capacity to counter drug traffick-ing in the AOR through Joint Interagency Task Force – West (JIATF-W) engagements with China. Through a partnership with the Internal Revenue Service, JIATF-W has leveraged Department of Defense counter-narcotic authorities to open up an additional avenue of cooperation with Chinese officials by providing anti-money laundering training linked to counterdrug efforts. These efforts are only just beginning, but show promise in improving communication, cooperation, and information sharing on significant criminal

enterprises operating in both the United States and China.

Lastly, increasing international repre-sentation at the USPACOM headquarters has improved collaboration with allies and partners and created a more agile and effec-tive command and control architecture. The new USPACOM model integrates 16 foreign exchange officers and liaison officers from six countries and facilitates a seamless transition from routine business to crisis. Included in these numbers are three foreign exchange flag officers and senior executives in key billets on the USPACOM staff.

Bilateral and multilateral Approaches

With the exception of North Korea, US-PACOM continues to build and strengthen bilateral relationships with all of the na-tions in the Indo-Asia-Pacific. USPACOM maintains a close link with the five U.S. treaty allies and other partners in the region through a series of formal bilateral mechanisms. In Australia, key engagements stem from the ANZUS treaty obligations, guided by USPA-COM’s premier bilateral event with Austra-lia, the Military Representatives Meeting. Similarly, USPACOM’s military to military relationship with Japan is guided annually by the Japan Senior Leader Seminar, which USPACOM utilizes to ensure the bond with Japan remains strong. USPACOM contin-ues to rely on the alliance with the Republic of Korea to maintain peace and stability in northeast Asia, and the annual Military Com-mittee and Security Consultative Meetings are the preeminent bilateral mechanism to guide this alliance forward. Each year, USPACOM co-hosts the Mutual Defense Board and Security Engagement Board with the Armed Forces of the Philippines to discuss ways this critical alliance can modernize to meet 21st-century challenges. Lastly, USPACOM depends on annual Senior Staff Talks with Thailand to address shared regional security concerns while reinforcing U.S. commitment to democratic principles.

Similar bilateral mechanisms exist with partners throughout the USPACOM AOR, including Bilateral Defense Discussions with Indonesia, Vietnam and others, as USPA-COM continues to foster bilateral ties to en-hance regional stability. Bilateral mechanisms with allies and partners form the strategic foundation of the security architecture that ensures peace and stability while defending U.S. interests in the Indo-Asia-Pacific.

While bilateral mechanisms remain im-portant, USPACOM continues to emphasize multilateral approaches. USPACOM works with regional forums such as the Associa-tion of Southeast Asian Nations (ASEAN) to encourage multilateral relationships that build trust, prevent misperceptions that can lead to conflict and reinforce international standards of conduct. For example, USPACOM arranges an annual Chiefs of Defense (CHOD) Confer-ence as its premier multilateral engagement tool for candid discussions with 20-plus chiefs of defense in the region. Each year the CHOD Conference alternates between USPACOM and a co-host country; Brunei hosted last year’s successful conference. The 2015 CHOD Conference will be held in Hawaii and is designed to promote multilateral cooperation and provide a forum for the theater’s military leaders to share regional and global perspec-tives on common challenges. USPACOM also participated in other multilateral events in the region, such as the Fullerton Forum and Shangri-La Dialogue, to encourage multilat-eral solutions to shared challenges, as well as provide a venue for continued dialogue and strengthening security partnerships in the region.

One of the most important multilateral forums in the theater is ASEAN. The 10-mem-ber states in ASEAN, under the chairmanship of Burma last year and Malaysia this year, seek to improve multilateral security activities and advance stability in the Indo-Asia-Pacific. Approximately $5.3 trillion of global trade ($1.2 trillion is U.S.) passes through ASEAN waterways each year. The 10-member states of ASEAN form the fourth largest U.S. export market and fifth major trade partner. ASEAN continues to address common threats in the region including maritime security, terror-ism, transnational crimes, cybersecurity, and humanitarian assistance and disaster response. ASEAN demonstrated during past disasters, such as Typhoon Haiyan and the Malaysian Flight 370 search operations, that practical cooperation among member states can enable civilian and military agencies to be more effec-tive and efficient.

Last April, Defense Secretary Hagel hosted the 10 ASEAN Defense Ministers, the United Nations Office for the Coordination of Humanitarian Assistance (UNOCHA), and other nongovernment organizations in Hawaii to discuss disaster response and mari-time security. UNOCHA hosted an Integrat-ed Civil-Military Regional Response Planning Workshop for Large-Scale International


Disaster Relief last October and the USPA-COM staff will continue the maritime secu-rity dialogue by hosting a maritime domain awareness discussion this May. USPACOM will continue supporting ASEAN as it builds regional tools and forums such as the ASEAN Economic Community by the end of 2015. Additionally, there is hope that the ASEAN members and China can conclude a binding and enforceable Code of Conduct mechanism for the South China Sea.

The Daniel K. Inouye Asia-Pacific Center for Security Studies (APCSS) also contributes to multilateral engagements and rules-based security governance. Through its executive education courses, workshops and sustained alumni engagement activities, the center contributes to the USPACOM Theater Campaign Plan by building U.S. and partner nation capacities. Success stories include the APCSS-facilitated development of Papua New Guinea’s first-ever national se-curity policy, a framework for an Indonesian defense white paper, and Bangladesh’s first comprehensive maritime security strategy proposal. Additionally, APCSS helped with the successful completion of Nepal’s disar-mament, demobilization and reintegration program for dealing with Maoist ex-com-batants, and the signing of an inter-party agreement to overcome political crisis—both led by a core group of APCSS alumni.

Senior leader engagement

USPACOM and its components lever-age senior leader visits to increase dialogue on issues of shared concern, build and strengthen relationships, and convey U.S. commitment to the region. Each year, hundreds of senior military and government leaders address security challenges through counterpart visits which greatly enhance understanding, interoperability, and trust. Examples of senior leadership engagements in the Indo-Asia-Pacific over the past year include:

• The president attended the G-20 Summit in Australia, the Republic Day ceremony in India, the Asia Pacific Economic Cooperation Forum in China, and the East Asia Summit in Burma.

• The president also increased engagements in the theater to strengthen alliances in the Republic of Korea, Japan, and the Philippines, and to deepen ties with Malaysia.

• The secretary of state visited the Republic of Korea, China, and Indonesia. He also traveled to India for the fifth Strategic Dialogue Conference; to Burma for a series of ASEAN discussions; Australia for annual Ministerial Consultations; and the Solomon Islands.

• The secretary of state and secretary of defense held a 2+2 meeting with their ROK counterparts in Washington.

• The secretary of defense traveled to Japan for bilateral security discussions; Mongolia and Singapore for key leadership meetings; India for defense consultations; Australia for AUSMINs and to sign the Force Posture Agreement; and China for Confidence Building Measure discussions.

• The chairman of the Joint Chiefs toured the Changi facilities in Singapore; participated in security and military discussions in Vietnam (first CJCS to visit since 1971); Australia for the Defense Chiefs Strategic Dialogue conference and bilateral events; and both Japan and the Republic of Korea for key counterpart visits.

These senior leader engagements are critical to identifying opportunities and addressing security challenges in the region. Additionally, congressional delegations to the theater are of significant benefit.

effective ANd ASSured PreSeNce

Effective and assured presence of USPA-COM forces is required to meet the chal-lenges and opportunities within USPACOM’s

AOR. As strategic warning timelines decrease, early identification of potential crises is key to rapidly assessing and shaping events. It also places a premium on robust, modern, agile, forward-deployed forces, maintained at high levels of readiness. Assured presence is supported by posturing forward-deployed forces, fielding new capabilities and concepts, addressing critical gaps, and maintaining readiness in order to defend the homeland, strengthen and modernize our alliances and partnerships, maintain access in the air and maritime domains, counter aggression, and prevent the proliferation of weapons of mass destruction and violent extremism.

Posture

Sustaining effective and forward presence begins with having the necessary military infrastructure and access to support forward-stationed and rotational forces. USPACOM’s posture effectively communicates U.S. intent and resolve to safeguard U.S. national inter-ests, strengthen alliances and partnerships, maintain an assured presence in the region, prevent conflict and, if necessary, respond rapidly and effectively across the full range of military operations.

USPACOM faces three key challenges related to force posture. The first is operat-ing in an AOR that covers 52 percent of the earth’s surface. The vast distances complicate ISR, movement/maneuver and sustainment, and require a geographically distributed force laydown to rapidly respond to crisis. The second challenge is the growth of military capabilities in the region. The Indo-Asia-Pacific is the most militarized region in the world. Maintaining

An armed Chinese fighter jet flies near a U.S. Navy P-8 Poseidon patrol aircraft over the South China Sea about 135 miles east of Hainan Island in international airspace.


the ability to defend strategic national security interests in an increasingly complex and lethal environment requires a force posture that is operationally resilient. Finally, expanding access to regions in south and southeast Asia requires access and forward staging arrangements that are politically sustainable.

In support of USPACOM’s objectives, the military services and our allies and part-ners are making investments to improve U.S. force posture. Examples of these investments are:

• Construction in Iwakuni, Japan to allow a

carrier air wing to relocate from Atsugi• Expanding base facilities and capabilities

in Okinawa for Futenma replacement• Operationalizing Enhanced Defense

Cooperation Agreement with the Philippines

• Expanding future capabilities through construction at Camp Humphreys, ROK

• Reinforcing Guam’s munitions and fuels piers at Apra Harbor

• Implementing Force Posture Initiatives through troop rotations and, ultimately, facility upgrades and construction in Darwin, Australia

• Building hardened C2 and aircraft shelters at Andersen AFB, Guam

• Installing and fortifying fuel nodes, manifolds, and lines in Guam and Japan

• Implementing rotational forces through USFK

• Developing divert options and training ranges in the Northern Marianas Islands

• Dredging port facilities to requisite depths to allow pier operations in Naha, Japan These posture investments are part of USPA-

COM’s holistic infrastructure investment strategy and are key to continued mission success.

Much of the supporting infrastructure in the Pacific and on the West Coast of the U.S. mainland was established during World War II and during the early years of the Cold War. The infrastructure now requires investment to extend its service life. The military services continue to invest in sustainment, restora-tion, and modernization (SRM) to provide quality facilities to support service members and their families; however, during times of austere budgets, the military services struggle to maintain infrastructure SRM funding levels. These forced decisions undermine the significant investment in facilities made by DoD and host nation funded construction programs over past decades.

Reduced SRM funding will negatively impact the ability to bring new forces and capabilities into the theater and maintain critical infrastructure. The United States and the theater benefit from the significant levels of investment made by allies and partners. For example, the Republic of Korea is significantly contributing to the cost of keeping U.S. forces on the Korean Peninsula. The government of Japan has committed up to $3.1 billion to help realign U.S. Marines from Okinawa to Guam and other locations and $4.5 billion to expand the airfield and associated facilities at Marine Corps Air Station Iwakuni.

The Commonwealth of the Northern Mariana Islands (CNMI) Joint Military Train-ing initiative (CJMT) is an important posture undertaking. CNMI remains strategically important as a forward and sovereign U.S. lo-cation with lease rights until 2033 and extend-able to 2083. When the United States-Japan Defense Policy Review Initiative moves ap-proximately 4,700 U.S. Marines from Japan to Guam, the CJMT will enable this U.S. Marine force to train and maintain operational readi-ness. Specifically on the island of Tinian, the CJMT initiative will provide live-fire ranges and training areas. The CJMT will optimize future training ranges for joint and combined exercises with allies and foreign forces. As a part of aviation resiliency initiatives, divert and alternate air fields are also being explored on the islands of Saipan and Tinian along with other locations in the broader Western Pacific.

forward-deployed forces

The tyranny of distance, which defines the USPACOM AOR, requires forward-deployed

forces to engage with allies and partners, respond rapidly to crisis or contingencies, defend the homeland, and reinforce U.S. commitment to the region. To increase USPA-COM’s forward-deployed forces and capabili-ties, the military services are:

• Rotationally deploying Navy littoral

combat ships into Singapore• Forward deploying two additional ballistic

missile defense-capable surface ships to Japan• Increased deployments and rotations of

E-8 JSTARS, E-3 AWACS, and E-2D Advanced Hawkeye in theater

• Replacing the USS George Washington with the more capable USS Ronald Reagan aircraft carrier in Japan

• Installing an advanced radar in Australia• Continuing to deploy and operate F-22s

in theater• Completing a second ballistic missile

defense radar in Japan• Stationing additional submarines in

Guam• Improving rotational force presence in the

Philippines, Singapore and Australia

New Systems and operating concepts

Crafting new concepts and fielding new systems is fundamental to employing a cred-ible force. For example, the military services are:

• Replacing P-3 maritime patrol aircraft

with newer and more capable P-8s• Deploying tilt rotor aircraft for Marines

and special forces and new unmanned capabilities throughout the AOR

A Chinese People’s Liberation Army (Navy) vessel is seen from an MH-60 helicopter assigned to USS Blue Ridge (LCC 19) while conducting flight operations in support of maritime security operations in the South China Sea.


• Forward stationing high-speed vessels and mobile landing platforms in the USPACOM AOR

• Introducing Naval Integrated Fire Control – Counter Air Aegis Destroyers

• Expanding the U.S. Army Pacific Pathways deployment concept

• Preparing for F-35 Joint Strike Fighters deployment with maintenance hubs in Japan and Australia

Addressing critical capability gaps

The most technical, high-end military challenges are in the USPACOM AOR, and are growing. While many improvements to posture, forward-deployed forces, capabili-ties and concepts have been made to address these challenges, there are a number of mission sets and enablers that require con-tinuous focus and attention. These include areas such as undersea warfare, intelligence/surveillance/reconnaissance, space, battle management, command and control, cyber, munitions, ballistic missile defense and in-tegrated air and missile defense systems, and capacity shortfalls in theater enablers such as petroleum redistribution and lift.

Undersea warfare is a mission set that requires constant attention to maintain a de-cisive advantage. Of the world’s 300 foreign submarines, roughly 200 are in the Indo-Asia-Pacific region; of which, 150 belong to China, North Korea and Russia. Countries operating these systems view the platforms as a mechanism to affect the balance of power in their favor. Even small navies that possess submarines hold a distinct advantage over a navy without the capability.

There is a significant leap under way in the Indo-Asia-Pacific in undersea capability as newer submarines replace older variants. In the past few years, Singapore, India, Viet-nam and Malaysia have all received modern diesel submarines and China is on a mod-ernization path to improve the lethality and survivability of its attack submarines with the introduction of quiet, high-end, diesel-powered and nuclear-powered submarines. Russia is also modernizing its existing fleet of Oscar-class multipurpose attack nuclear submarines (SSGNs) and producing their next-generation Yasen-class SSGNs.

In addition to attack submarines, there are important developments under way that will increase Chinese and Russian strategic deterrent patrol capability and capacity. China has three operational JIN-class

ballistic missile submarines and up to five more may enter service by the end of the decade. Additionally, Russia is planning to field its newest Borei-class nuclear ballistic missile submarines in the Pacific later this year. Submarine detection and tracking is a complex problem set and will continue to be one of the most important functions of naval forces. A continued and sustained investment in the U.S. nuclear submarine force, advanced undersea warfare technolo-gies, capabilities and capacity, and readiness is necessary to outpace the growing chal-lenges.

Persistent and deep-look ISR capabilities and supporting architecture are required to prevent strategic surprise, assess the security environment, and support actions that impose cost or defeat potential adversar-ies. Although ISR capacity and capabilities have increased, significant capacity issues remain. Efforts to mitigate ISR capacity is-sues, as well as develop new capabilities, are ongoing. Additionally, an ISR processing, exploitation and dissemination enterprise that is interoperable and shared with al-lies and partners is important. Without a concerted effort to continue advancing U.S. capabilities, the United States risks missing key indications and warnings in an environ-ment where situational awareness affects decision space.

Satellite communications (SATCOM) is an essential enabler to exercise command and control (C2) and enabling ISR. Satellite space continues to grow increasingly congested and contested, and adversaries continue develop-ing means to curtail access to space-enabled capabilities. A resilient space-based com-mand, control and ISR architecture remains a USPACOM priority.

There is a growing need to sustain and modernize airborne early warning systems to execute multimission, multidomain inte-grated command and control. The cruise missile, air, and UAV threats in the US-PACOM AOR require robust, long range battle management, command and control (BMC2) and wide-area surveillance (WAS) platforms capable of operating in a contested environment. Developing and modernizing the capabilities within the BMC2 and WAS platforms to track and operate in a commu-nications contested or degraded environment is necessary to meet the challenges of future operational environments in the Pacific; these platforms must be interoperable with military services, partners and allies.

Related, the Joint Information Environ-ment (JIE) increments I and II have the potential for consolidation of each military services’ command, control, communica-tion and computers programs. JIE II will further strengthen collective cybersecurity and defense posture in the region, improve staff efficiency and support, and strengthen interagency and international relationships. JIE II will require an information infra-structure adaptable enough to accommodate multiple security classification levels with the interoperability and sharing capability to maximize mission effectiveness. JIE II is a necessary next step to mitigate the risk posed by persistent cyber threats. These threats continue to grow.

Increased cyber capacity and use, espe-cially by China, North Korea and Russia, underscore the growing requirement to evolve our command, control, and operational struc-ture authorities. In order to fully leverage the cyber domain, combatant commanders require an enduring theater cyber operational command resourced to provide regional cyber planning, integration, synchroniza-tion, and direction of cyberspace forces. The theater cyber operational command will provide direction of operations against increasingly capable threats in coordination with USCYBERCOM, the interagency, and allies and partners. USPACOM sees a future where Joint Force Cyber Component Com-mand (JFCCC) are aligned regionally under combatant commands. JFCCCs will provide staffing and expertise required to oversee persistent operations and defense of theater information networks, synchronization of cyber risk assessments and intelligence, and development of flexible cyber-effects.

Munitions are a critical component of combat effectiveness and readiness. A number of munitions improvements in lethality, production and precision are required. There is a growing need for ship-to-ship and air-to-ship munitions to allow U.S. forces to defeat an aggressor from greater range. Specifically, there are troubling gaps in anti-surface war-fare capability and readiness that compel the accelerated fielding of a long range anti-ship missile. A long-range stand-off weapon, such as the Defense Advanced Research Programs Agency/Office of Naval Research developed long range anti-ship missile, will meet the urgent need for an offensive anti-surface warfare capability against combatants in a contested environment. There is also a need for advancements in the air-to-air realm and


for hard target munitions capabilities to engage hardened targets that are growing in numbers and complexity. Area effects muni-tions are required to prevent open space ag-gression. Lastly, along with lethal munitions, non-lethal capabilities can prove equally valuable in supporting USPACOM’s strategy and deterrence.

With North Korea continuing to advance its ballistic missile capabilities, USPACOM will continue its efforts in maintaining a credible, sustainable ballistic missile defense. The recent deployment of long range second TPY-2 radar to Japan (December 2014) along with THAAD on Guam achieving full fully operational capability further enhanced U.S. homeland defense capabilities which are required to protect key regional nodes from aggressive action. In addition, over the last year the United States, Japan, the Republic of Korea, and Australia have had better coordi-nation and information sharing. USPACOM looks forward to continuing our work with our regional IAMD partners and expanding our ballistic missile defense cooperation and information sharing.

Equally important to having the right equipment and capabilities is the capacity of critical logistics. The time and distance required to move assets across the Pacific make it an imperative to preposition and secure munitions. Dedicated sealift must

be adequately funded to posture muni-tions, fuel and other supplies within theater. Agile, responsive and sustained operations demand a resilient network of capabilities to deploy and sustain USPACOM forces. USTRANSCOM’s prepositioning strategy has emphasized positioning equipment and materiel afloat to optimize flexibility, ensure rapid responses to crises and provide force presence; however, USPACOM still does not have enough lift to satisfy all operational requirements.

readiness

Fundamental to USPACOM’s mission is the ability to deter aggression and prevail in crisis. USPACOM’s readiness is evaluat-ed against its ability to execute operational and contingency plans, which places a premium on forward-deployed, ready forces that can exercise, train and operate with our partner nations’ militaries and follow-on forces able to respond to operational contingencies.

USPACOM maintains forward-deployed ready forces as credible deterrents, to sup-port and defend national security interests, and to provide assurance and protection to allies and partners. Forward-deployed forces, west of the International Date Line, remain responsive and relevant to mitigating risk

in the event of escalating regional security events and greatly benefit from training with allies and partners in a complex environment. Ready, forward-deployed forces increase deci-sion space and decrease response time, bolster allies and partners’ confidence, and reduce the chance of miscalculation by potential adversaries. However, redistribution of global forces that lead to moving forces out of the Indo-Asia-Pacific diminishes USPACOM’s impact and effectiveness. Additionally, short-notice redeployment of USPACOM’s ready, forward-deployed forces to fill emergent requirements to other areas of operation increases risk to our nation’s Indo-Asia-Pacific interests and objectives.

In addition to concerns with the forward-deployed forces, there are troubling readiness trends associated with follow-on forces. The ability of the United States to surge and globally maneuver ready forces has historically been an asymmetric advantage that is now diminishing. Over the past year, the United States has been forced to prioritize the readiness of forward-deployed forces, at the expense of the readiness of follow-on-forces and critical investments needed to outpace emerging threats. A lack of ready surge forces resulting from high operational demands, delayed maintenance periods, and training limitations will limit responsiveness to emergent contingencies and greatly increases risk.

Budget reductions and uncertainty direct-ly impact operations and combat readiness. Fiscal constraints disrupt the predictable, persistent funding needed to organize, train, and equip a ready force. Fiscal uncertainty degrades and disrupts long-term engagement opportunities with strategic consequences to U.S. relationships and prestige. Resource pressures have triggered deferrals in exercises, operations, and senior leader engagement op-portunities; have introduced regional doubt; and compound the risk to U.S. interests in the region.

As the service chiefs recently testified, continuation of sequestration will further delay critical warfighting capabilities, reduce readiness of forces needed for contin-gency response, forego procurement of new platforms and weapon systems and further downsize weapons capacity…all of which are required for success in the USPACOM AOR. I am in full agreement with their assessments and remain deeply concerned about the growing risk to U.S. interests in the Indo-Asia-Pacific.

Chief of Naval Operations (CNO) Admiral Jonathan Greenert and Royal Australian Navy Chief of Navy Vice Admiral Tim Barrett are piped aboard an amphibious mechanized landing craft moored in the well deck of the Royal Australian Navy Canberra-class landing helicop-ter dock ship HMAS Canberra (LHD 2) as they depart the ship following a tour and leadership discussion with Canberra sailors.


ConTraCT awards

HDR Environmental, Operations,

and Constructions Inc., Norfolk, Va., is

being awarded an indefinite-delivery/

indefinite-quantity contract with a

maximum amount of $75,000,000 for

implementation and management of

the Navy’s marine species monitor-

ing program in the Naval Facilities

engineering Command Atlantic and

pacific areas of responsibility. Monitor-

ing studies may include aerial and ship

board surveys, passive acoustics in

the form of autonomous devices and

towed arrays, tagging, photo identifica-

tion, biopsy sampling, and behavioral

studies. Monitoring activities may be

implemented in coordination with Navy

training and testing activities, as stand-

alone scientific studies, or as ongoing

baseline data collection. Tasks will

involve species and habitat protected

under the endangered Species Act,

the Marine Mammal protection Act, the

Magnuson-Stevens Act, and other ap-

plicable laws, regulations and executive

orders involving marine mammals, sea

turtles, essential fish habitat, coral reefs,

and other marine resources. No task or-

ders are being issued at this time. Work

will be performed primarily in marine

areas where Navy training and testing

occurs in the Northwest Atlantic Ocean,

the Caribbean Sea, the gulf of Mexico,

and the pacific Ocean. Additionally,

tasks associated with this contract may

be assigned anywhere in the world. The

term of the contract is not to exceed 60

months with an expected completion

date of April 2020. Fiscal 2015 opera-

tion and maintenance (Navy) contract

funds in the amount of $5,000 are being

obligated on this award and will expire

at the end of the current fiscal year. This

contract was competitively procured via

the Navy electronic Commerce Online

website, with three proposals received.

The Naval Facilities engineering Com-

mand, Atlantic, Norfolk, Va., is the con-

tracting activity (N62470-15-D-8006).

General Dynamics Advanced In-

formation Systems Inc., Fairfax, Va., is

being awarded a $46,975,870 cost-plus-

incentive-fee contract for the Technolo-

gy Insertion 16 (TI-16) Multipurpose pro-

cessor (Mpp) engineering services and

Total Ship Monitoring Systems (TSMS)

production. Work includes systems

engineering and support services for the

Mpp, TSMS, including the development,

production, and upgrade of software

and hardware; installation support; op-

erational systems maintenance support

and maintainability improvement; and

technology refreshment and insertion.

It also includes production, test, and

systems integration of production kits

and associated program management,

system engineering, test and evaluation,

supportability, configuration manage-

ment and technology insertion efforts to

produce, maintain, and upgrade produc-

tion systems and advanced processing

builds. Work will be performed in Fairfax,

Va., (53 percent); and pittsfield, Mass.,

(47 percent), and is expected to be com-

pleted by March 2019. Fiscal 2012 and

2013 shipbuilding and conversion (Navy)

and fiscal 2015 research, development,

test and evaluation contract funds in the

amount of $1,104,089 will be obligated

at the time of award and will not expire

at the end of the current fiscal year. This

contract was not competitively procured

in accordance with 10 U.S.C. 2304(c)

(5) - Authorized or required by Statue

15 U.S.C. 638 (r), Aid to Small Business.

The Naval Sea Systems Command,

Washington, D.C., is the contracting

activity (N00024-15-C-6228).

Telephonics Corp., Farmingdale,

N.y., is being awarded a $21,148,141

firm-fixed-price, cost-plus-fixed-fee,

indefinite-delivery/indefinite-quantity

contract for the procurement of up to

46 Identification Friend or Foe (IFF)

Interrogators and 46 IFF Interrogator

mounting trays for the Navy. In addition,

this contract provides for up to 12 IFF

Interrogators and up to 12 IFF Interroga-

tor mounting trays for the government of

Australia; and up to 200 hours of engi-

neering and technical support. Work will

be performed in Farmingdale, N.y., and

is expected to be completed in March

2019. Fiscal 2015 aircraft procurement

(Navy) and fiscal 2015 operations and

maintenance (Navy) funds in the amount

of $4,884,308 will be obligated at time

of award, none of which will expire at

the end of the current fiscal year. This

contract was not competitively procured

pursuant to 10 U.S.C. 2304(c)(1). This

contract combines purchase for the

Navy ($16,299,381, 77 percent) and the

government of Australia via a memo-

randum of understanding ($4,848,760,

23 percent). The Naval Air Warfare

Center Aircraft Division, Lakehurst, N.J.,

is the contracting activity (N68335-

15-D-0005).

Compass Systems Inc., Lex-

ington park, Md., is being awarded

a $13,954,688 cost-plus-fixed-fee

contract for research, development,

and delivery one Optical Sensor System

Cargo Aircraft roll-on/roll-Off (OSS-

CAr) system developed for the C-130

A-J Aircraft for the Navy and other

Defense Department services and agen-

cies. This contract provides for techni-

cal and scientific research, develop-

ment, integration, analysis, assessment,

and test and evaluation of OSSCAr’s

intelligence, surveillance, reconnais-

sance, and targeting systems. Work will

be performed in Lexington park, Md.,

and is expected to be completed in

April 2018. Fiscal 2013 other procure-

ment (Army), fiscal 2015 operations

and maintenance (Defense Wide) and

fiscal 2015 research and development

(Defense Wide) funds in the amount of

$106,589 are being obligated at time

of award, $81,600 of which will expire

at the end of the current fiscal year.

This contract was not competitively

procured pursuant to 10 U.S.C. 2304(c)

(1). This contract combines purchases

for the Navy ($8,372,813; 60 percent);

Army and other Defense Department

services and agencies ($3,488,672; 25

percent); and the Air Force ($2,093,203;

15 percent). The Naval Air Warfare

Center Aircraft Division, patuxent river,

Md., is the contracting activity (N00421-

15-C-0043).

17APrIl


Compiled by KMI Media Group staff

RQ-Berg Joint Venture,

Carlsbad, Calif., was awarded

$25,333,000 for firm-fixed-price

task order 0009 under a previously

awarded multiple award construc-

tion contract (N62473-10-D-5482)

for design and construction of Camp

Wilson infrastructure upgrades at the

Marine Corps Air ground Combat

Center, Twentynine palms. The

work to be performed provides for

the extension of new and existing

utilities to and within Camp Wilson.

Included are the camp commu-

nication infrastructure, overhead

and underground electrical power

distribution system from main base,

mega volt amp electrical distribu-

tion substation, latrines, open secure

storage and supporting facilities, a

new gallon potable water tank and

pump house, demolition of an exist-

ing potable water tank, and electrical

distribution to the Aviation Combat

element compound, the Unmanned

Aerial System compound, and the

Marine Air ground Task Force com-

pound. The task order also contains

one planned modification, which if

issued, would increase cumulative

contract value to $26,083,000. Work

will be performed in Twentynine

palms, Calif., and is expected to be

completed by April 2017. Fiscal 2015

military construction (Navy) contract

funds in the amount of $25,333,000

are being obligated on this award

and will not expire at the end of the

current fiscal year. Three proposals

were received for this task order.

The Naval Facilities engineering

Command, Southwest, San Diego,

Calif., is the contracting activity.

ViaSat Inc., Carlsbad, Calif., is

being awarded a $12,300,000 firm-

fixed-price requirements contract for

the repair of the Multifunctional Infor-

mation Distribution Systems used on

various aircraft platforms. Work will

be performed in Carlsbad, Calif., and

is expected to be completed by April

2018. No funds will be obligated

at the time of award. Navy working

capital funds will be provided as

individual delivery orders are issued.

Funds will not expire before the end

of the current fiscal year. The con-

tract was not competitively procured

in accordance with 10 U.S.C. 2304

(c)(1), with one offer received in re-

sponse to this solicitation. The Naval

Supply Weapon Systems Support,

philadelphia, pa., is the contracting

activity (N00383-15-D-064g).

Austal USA, Mobile, Ala., is

being awarded an $11,038,412 cost-

plus-award-fee order against the

previously awarded basic ordering

agreement (N00024-15-g-2304) to

provide engineering and manage-

ment services for advance planning

and design in support of the post

shakedown availability for the littoral

combat ship pre-Commissioning Unit

Jackson (LCS-6). Austal will provide

design, planning and material sup-

port services for the vessel. efforts

will include program management,

advance planning, engineering,

design, material kitting, liaison and

scheduling. Work will be performed

in Mobile, Ala. (77 percent); and

Fairfax, Va., (23 percent), and is

expected to be completed by Sep-

tember 2016. Fiscal 2015 shipbuild-

ing and conversion (Navy) funding in

the amount of $10,363,723 will be

obligated at time of award and will

not expire at the end of this fiscal

year. The Supervisor of Shipbuilding,

Conversion and repair-gulf Coast,

pascagoula, Miss., is the contracting

activity.

Cognetic Technologies Inc.,

Vista, Calif., is being awarded a

$10,754,055 indefinite-delivery/in-

definite-quantity, cost-plus-fixed-fee

multiple award contract for software

and systems engineering, develop-

ment and support services to assist

in the delivery and maintenance of

business applications, systems and

enabling technologies. This is one

of three contracts awarded: each

awardee will have the opportunity

to compete for task orders during

the ordering period. This three-year

contract includes one two-year

option period which, if exercised,

would bring the potential value of

this contract to $18,657,820. Work

will be performed in San Diego, Calif.

(90 percent); and Vista, Calif., (10

percent), and work is expected to

be completed in April 15, 2018. No

contract funds will be obligated at

the time of award. Funding will be

obligated via task orders as they are

issued. Task orders will be obligated

using research, development, test

and evaluation; operations & man-

agement (Navy, Navy reserve and

Air Force); other procurement (Navy);

procurement (Defense agency); and

working capital fund (Navy) funds.

This contract was competitively pro-

cured via 100 percent Small Business

Set-Aside solicitation via publication

on the Federal Business Opportu-

nities website and the Space and

Naval Warfare Systems Command

e-Commerce Central website, with

five proposals received and three se-

lected for award. The Space and Na-

val Warfare Systems Center pacific,

San Diego, Calif., is the contracting

activity (N66001-15-D-0141).

Geocent LLC, Metairie, La.,

is being awarded a $10,131,795

indefinite-delivery/indefinite-quantity,

cost-plus-fixed-fee multiple award

contract for software and systems

engineering, development and sup-

port services to assist in the delivery

and maintenance of business ap-

plications, systems and enabling

technologies. This is one of three

contracts awarded: each awardee

will have the opportunity to compete

for task orders during the ordering

period. This three-year contract

includes one two-year option period

which, if exercised, would bring the

potential value of this contract to

$17,377,458. Work will be performed

16APrIl


ConTraCT awards

in San Diego, Calif., (90 percent); and

Metairie, La., (10 percent), and work

is expected to be completed April 15,

2018. No contract funds will be obli-

gated at the time of award. Funding

will be obligated via task orders as

they are issued. Task orders will be

obligated using research, develop-

ment, test and evaluation; operations

& management (Navy, Navy reserve,

and Air Force); other procurement

(Navy); procurement (Defense agen-

cy); and working capital fund (Navy)

funds. This contract was competi-

tively procured via 100 percent Small

Business Set-Aside solicitation via

publication on the Federal Business

Opportunities website and the Space

and Naval Warfare Systems Com-

mand e-Commerce Central website,

with five proposals received and

three selected for award. The Space

and Naval Warfare Systems Center

pacific San Diego, Calif., is the

contracting activity (N66001-

15-D-0142).

3E Technologies International

Inc., rockville, Md., is being award-

ed a $9,995,697 modification to pre-

viously awarded contract (N00174-

10-D-0021) for work on Navy-wide

Critical Infrastructure Control and

Monitoring System (CICMS) interface

to Navy Virtual perimeter Monitor-

ing System for a Small Business

Innovative research (SBIr) phase III

project. This increase provides for

the implementation of the CICMS at

Navy facilities beyond the originally

identified Naval District Washington’s

boundaries. This increase supports

the Navy region Southeast and Navy

region Hawaii for integration on

shore-based facilities. This contract

modification is being issued under 10

U.S.C. 2304(b)(2), as implemented by

FAr 6.302-5 Authorized or required

by Statute. The statutory authority

for this SBIr phase III increase in

ceiling is 15 U.S.C. 638(r). Work will

be performed in Hawaii (50 percent);

Dahlgren, Va., (8.34 percent); San

Diego, Calif., (8.34 percent); Indian

Head, Md., (8.33 percent); Annapolis,

Md., (8.33 percent); patuxent river,

Md., (8.33 percent); and Washington,

D.C. (8.33 percent). The work is ex-

pected to be completed by Septem-

ber 2015. Fiscal 2015 operations

and maintenance (Navy) and fiscal

2015 research, development, test

and evaluation funding in the amount

of $2,900,746 will be obligated at the

time of award. Contract funds in the

amount of $2,774,670 will expire at

the end of the current fiscal year.

The Naval Surface Warfare Center,

Indian Head explosive Ordnance

Disposal Technology Division,

Indian Head, Md., is the contracting

activity.

Boston Ship Repair LLC,

Boston, Mass., is being awarded a

$9,315,047 firm-fixed-price contract

for 56-calendar day shipyard avail-

ability for the regular overhaul and

dry docking of the USNS kanawha

(T-AO 196). Work will include general

ship services for ship clean and

gas free tanks, voids, and coffer-

dams, hazardous waste disposal,

non-destructive testing king post

areas, ultrasonic thickness gaug-

ing, galley deck resurfacing, main

engine governor overhaul, relief

valves and pressure vessel test-

ing, recertify ship’s elevator, cargo

ballast pump overhaul, rudder and

stern frame exam, propeller sys-

tem maintenance, annual lifeboat

recertification, rescue boat davit

recertification, dry-docking and

un-docking vessel, overhauling sea

valves, inspection of bilge keels

and underwater hull cleaning. The

contract includes options which,

if exercised, would bring the total

contract value to $10,737,050. Work

will be performed in Boston, Mass.,

and is expected to be completed by

June 25, 2015. Fiscal 2015 mainte-

nance and repair contract funds in

the amount of $9,315,047 are being

obligated at the time of award. Con-

tract funds will expire at the end of

the current fiscal year. This contract

was competitively procured, with

proposals solicited via the Federal

Business Opportunities website,

with two offers received. Washing-

ton, D.C., is the contracting activity

(N32205-15-C-1004).

VSolvit LLC, Ventura, Calif.,

is being awarded a $7,421,128

indefinite-delivery/indefinite-quantity,

cost-plus-fixed-fee multiple award

contract for software and systems

engineering, development and sup-

port services to assist in the delivery

and maintenance of business ap-

plications, systems, and enabling

technologies. This is one of three

contracts awarded: each awardee

will have the opportunity to compete

for task orders during the order-

ing period. This three-year contract

includes one two-year option period

which, if exercised, would bring the

potential value of this contract to


in San Diego (90 percent); and Ven-

tura, Calif. (10 percent), and work is

expected to be completed April 15,

2018. No contract funds will be obli-

gated at the time of award. Funding

will be obligated via task orders as

they are issued. Task orders will be

obligated using research, develop-

ment, test and evaluation; operations

& management (Navy, Navy reserve

and Air Force); other procurement

(Navy); procurement (Defense agen-

cy); and working capital fund (Navy)

funds. This contract was competi-







with five proposals received and

three selected for award. The Space


pacific, San Diego, Calif., is the


15-D-0143).



Northrop Grumman Systems

Corp., rolling Meadows, Ill., has been

awarded a $105,291,836 modification

(p00169) to the previously awarded

contract FA8625-12-C-6598. Contrac-

tor will provide Large Aircraft Infrared

Countermeasures (LAIrCM) equip-

ment and support in the calendar year

2015 base hardware buy. Work will

be performed at rolling Meadows,

Ill., and is expected to be complete

by April 29, 2017. The majority of the

acquisition supports Air Force aircraft

needs; however, this contract also

acquires some foreign military sales

LAIrCM acquisitions. Fiscal 2013,

2014 and 2015 aircraft procurement,

National guard, Navy and overseas

contingency operations funds in the

amount of $105,291,836 are being

obligated at the time of award. Air

Force Life Cycle Management Center,

Wright-patterson Air Force Base,

Ohio, is the contracting activity.

Hensel Phelps Construction Co.,

Honolulu, Hawaii, is being awarded

a $62,493,027 firm-fixed-price

contract for the construction of a

hangar, parking apron and taxiway

to support one MV-22 squadron at

the Marine Corps Base Hawaii. The

multistory modified aircraft mainte-

nance hangar will provide a weather

protected shelter for inspection,

service and maintenance. The high

bay aircraft maintenance hangar will

be steel frame construction with a

standing seam metal roof installed

over a steel metal deck. The hangar’s

second floor administrative space

will be steel framed with metal deck

and concrete fill. Site preparation in-

cludes site clearing, excavation and

preparation for construction. paving

and site improvements include grad-

ing, parking, roadway from adjacent

road to parking, curbs, sidewalks,

landscaping, fencing, signs and

storm-water drainage. electrical

utilities include primary and second-

ary distribution systems, lighting,

transformers and telecommunica-

tions infrastructure. The primary work

includes a feeder upgrade to the

substation to meet increased load.

Mechanical utilities include heat-

ing, ventilation and air conditioning,

water lines, plumbing and plumbing

fixtures, sanitary sewer lines, fire

protection systems and supply lines.

The contract also contains one un-

exercised option, which if exercised

would increase cumulative contract

value to an estimated $64,408,878.

Work will be performed in kaneohe

Bay, Hawaii, and is expected to be

completed by January 2017. Fiscal

2011 and 2014 military construction

(Navy) contract funds in the amount

of $62,493,027 are being obligated

on this award and will not expire at

the end of the current fiscal year.

This contract was competitively

procured via the Navy electronic

Commerce Online website with

four proposals received. The

Naval Facilities engineering Com-

mand, pacific, Joint Base pearl

Harbor-Hickam, Hawaii, is the


15-C-1301).

Alion Science and Technol-

ogy, Rome, N.y., (N00164-15-D-

JT04); BAe Systems Inc., rock-

ville, Md., (N00164-15-D-JT05);

Charles Stark Draper Laboratory,

Cambridge, Mass., (N00164-15-D-

JT06); Digitalglobe Inc., Herndon,

Va., (N00164-15-D-JT03); exelis

Inc., Clifton, N.J., (N00164-15-D-

JT01); g3 Technologies, Columbia,

Md., (N00164-15-D-JT02); Herrick

Technology Laboratory, german-

town, Md., (N00164-15-D-JT97); The

Humangeo group LLC, Arlington,

Va., (N00164-15-D-JT95); LeIDOS,

reston, Va., (N00164-15-D-JT94);

NAL research Corp., Manassas,

Va., (N00164-15-D-JT96); Northrop

grumman Xetron, Cincinnati, Ohio

(N00164-15-D-JT81); Scientific re-

search Corp., North Charleston, S.C.,

(N00164-15-D-JT99); and Southwest

research Institute, San Antonio,

Texas (N00164-15-D-JT98), are each

being awarded a combined aggre-

gate not-to-exceed $49,000,000

fixed-price, cost-plus-fixed-fee,


multiple award contract to support

research and development of special

intelligence, surveillance, and recon-

naissance components and systems.

each of the 13 contractors will have

the opportunity to bid on individual

delivery orders as they are issued.

Work will be performed in rome,

N.y.; rockville, Md.; Cambridge,

Mass.; Herndon, Va.; Clifton, N.J.;

Columbia, Md.; germantown, Md.;

Arlington, Va.; reston, Va.; Manas-

sas, Va.; Cincinnati, Ohio; North

Charleston, S.C.; and San Antonio,

Texas. Work is expected to be com-

pleted April 2020. Working capital

funds in the amount of $1,300 will be

obligated at the time of award, with

each contractor receiving $100 at

time of award. Contract funding will

not expire at the end of the current

fiscal year. This contract was com-

petitively procured via the Federal

Business Opportunities website, with

15 offers received. The Naval Surface

Warfare Center Crane, Crane, Ind., is

the contracting activity.

KOAM Engineering Services

Inc., San Diego, Calif., is being

awarded a $15,812,226 indefinite-

delivery/indefinite-quantity, cost-

plus-fixed-fee contract to provide

in-service engineering agent support

for tactical data links and related

systems in support of Navy and For-

eign Military Sales commands. The

support includes technical expertise,

fleet in-service engineering, mainte-

nance, in-service risk management,

15APrIl

14APrIl


ConTraCT awards

Sikorsky Aircraft Corporation-

Corp., Stratford, Conn., has been

awarded a maximum $480,000,000

firm-fixed-price contract for spare

parts that will be used in various

weapon system platforms, includ-

ing the H-53 and H-60 platforms.

estimated value cited is based on

demand quantities for the life of the

contract. This contract was a sole-

source acquisition. This is a five-year

base contract with one five-year op-

tion period. Location of performance

is Connecticut, with a June 30, 2020

performance completion date. Using

10APrIl

Parker Hannifin Customer Sup-

port Military Division, Irvine, Calif.,

is being awarded a $39,111,301 five-

year, firm-fixed-price contract for the

repair of various parts in support of

F/A-18 and p-3 aircraft. Work will be

performed in Irvine, Calif., and work is

expected to be completed by Decem-

ber 2020. Fiscal 2015 Navy working

capital funds in the $4,327,626 will be

obligated on the first delivery orders

running concurrently with the contract

award, and will not expire by the end

of the current fiscal year. This con-

tract was not competitively procured.

This sole source contract is in accor-

dance with 10 U.S.C. 2304 (c)(1) as

implemented by FAr 6.302-1. Naval

Supply Systems Command Weapon

Systems Support, philadelphia, pa., is

the contracting activity (N00383-15-

D-008H).

BAE Systems Information and

Electronic Systems Integration Inc.,

greenlawn, N.y., is being awarded a

$26,073,900 modification to a previ-

ously awarded indefinite-delivery/

indefinite-quantity contract (N00019-

14-D-0025) to exercise an option for

the procurement of up to 250 Mode

5 combined interrogator transponder

kits for the Navy and the governments

of Finland and Switzerland under the

foreign military sales program. This

option provides for the procurement

of up to 90 ApX-111 Identification

Friend or Foe, 50 each processors,

interrogators, transponders, main

chassis, power supplies, and receiver

transmitters. In addition, this op-

tion provides for the procurement of

up to 10 ApX-111 repairs and 35 kit

installations. Work will be performed

in greenlawn, N.y., and is expected to

be completed in July 2017. No funds

are being obligated at time of award.

Funds will be obligated on individual

delivery orders as they are issued.

The Naval Air Systems Command,

patuxent river, Md., is the contract-

ing activity.

Advanced Acoustic Concepts

LLC, Hauppauge, N.y., is being

awarded a $7,384,229 modifica-

tion to previously awarded contract

N00024-12-C-6311 for Mission pack-

age Computing environment (MpCe)

hardware and technical refresh,

Common Mission package Trainer

(CMpT) hardware and technical

refresh, and engineering services in

support of program executive Office

Littoral Combat Ships. The contract

provides for development of Mission

package services, maturation of the

Mission package portable Control

Station, Mission package training

capabilities, hardware procurement

of ship sets of MpCe and CMpT and

engineering services critical to the

Mission package integration, test

and future technology insertions.

The Navy will field software updates

twice a year to address information

assurance, technology refreshment

and software development for mis-

sion modules to enhance and sustain

warfighting capabilities. Work will be

performed in Lamont Furnace, pa.,

(55 percent); Hauppauge, N.y., (25

percent); Columbia, Md., (15 percent);

and San Diego, Calif. (5 percent), and

is expected to be completed by Sep-

tember 2016. Fiscal 2015 research

and development; fiscal 2015 opera-

tions and maintenance (Navy), and

fiscal 2015 other procurement (Navy)

contract funds in the amount of

$7,319,362 will be obligated at time of

award. Contract funds will not expire

at the end of the current fiscal year.

The Naval Sea Systems Command,

Washington, D.C., is the contracting

activity.

13APrIl

integrated logistics support, techni-

cal oversight of commercial and non-

governmental in-service engineering

activities, configuration manage-

ment, and readiness and life cycle

analysis. This two-year contract

includes one three-year option pe-

riod, which, if exercised, would bring

the potential value of this contract to


in San Diego, Calif., and is expected

to be completed April 13, 2017. No

contract funds will be obligated at

the time of award. Funding will be

obligated via task orders as they

are issued. Contract funds will not

expire at the end of the current fiscal

year. This contract was competi-







with three proposals received and

one selected for award. The Space


pacific, San Diego, Calif., is the


15-D-0042).



military services are Army, Navy, Air

Force, Marine Corps and federal civil-

ian agencies. Type of appropriation

is fiscal year 2015 defense working

capital funds. The contracting activ-

ity is the Defense Logistics Agency

Aviation, richmond, Va. (Spe4AX-

15-D-9415).

The Boeing Company Co., St.

Louis, Mo., has been awarded a

maximum $173,500,000 undefinitized

contract for various aircraft control

surface depot level repairable spare

parts. estimated value cited is based

on demand quantities for the life

of the contract. This contract was

a sole-source acquisition. This is a

four-year base contract with no op-

tion periods. Location of performance

is Missouri, with an April 30, 2019

performance completion date. Using

military service is Navy. Type of ap-

propriation is fiscal years 2015-2019

Navy working capital funds. The con-

tracting activity is the Defense Logis-

tics Agency Aviation, philadelphia,

pa., (SprpA1-14-D-002U-TH01).

BAE Systems Technology Solu-

tions & Services, Inc., rockville,

Md., is being awarded a $25,518,931

modification to a previously award-

ed cost-plus-fixed-fee contract

(N00421-14-C-0040) for technical and

engineering services in support of

the Naval Air Warfare Center Aircraft

Identification Systems Division and

the governments of Japan and Aus-

tralia. Work will be performed in St.

Inigoes, Md., (80 percent) and various

ship/shore locations (20 percent),

and is expected to be completed in

March 2016. Fiscal 2011 and 2013

shipbuilding and conversion (Navy);

fiscal 2014 and 2015 other procure-

ment (Navy); fiscal 2014 and 2015

research, development, test and

evaluation; fiscal 2015 operations

and maintenance (Navy); fiscal 2015

working capital funds (Navy); foreign

military sales; and private party fund-

ing in the amount of $5,641,300 are

being obligated at time of award,

$144,147 of which will expire at the

end of the current fiscal year. This

modification combines purchase

for the U.S. Navy ($23,477,416, 92

percent); Lockheed Martin Corp. via

a cCommercial sServices aAgree-

ment ($1,786,325, 7 percent); and the

governments of Australia ($153,114,

0.6 percent) and Japan ($102,076, 0.4

percent) under the Foreign Military

Sales program. The Naval Air Warfare

Center Aircraft Division, patuxent

river, Md., is the contracting activity.

Lockheed Martin Corp., Bal-

timore, Md., is being awarded a

$10,276,743 modification to delivery

order 0020 previously awarded under

Basic Ordering Agreement (N00024-

12-g-4329) for the accomplishment

of USS Freedom (LCS-1) fiscal 2015

dry-docking selected restricted

availability. A dry-docking selected

restricted availability includes the

planning and execution of depot-level

maintenance, alterations, and modifi-

cations that will update and improve

the ship's military and technical ca-

pabilities. Work will be performed in

San Diego, Calif., and is expected to

be completed by October 2015. Fis-

cal 2015 operations and maintenance

(Navy) funding in the amount of $

10,276,743 will be obligated at time

of award and will expire at the end of

the current fiscal year. The Southwest

regional Maintenance Center, San

Diego, Calif., is the ordering/contract-

ing activity.

ControlPoint Surveying, Inc.,

Honolulu, Hawaii, is being awarded

a maximum amount $7,500,000


contract with for architect-engineer

services for topographic, hydrograph-

ic, cadastral and pavement condition

surveys at locations under the Naval

Facilities engineering Command

(NAVFAC) pacific area of responsibil-

ity (AOr). The work to be performed

provides for services that include,

but are not limited to, the following:

boundary surveys, geographic posi-

tion determinations, toning to locate

underground utilities, surveys for

volumetric determinations of earth-

works, stockpiles, dredging, etc. and,

pavement distress surveys. No task

orders are being issued at this time.

Work will be performed at various in-

stallations within the NAVFAC pacific

AOr. The term of the contract is not

to exceed 60 months, with an ex-

pected completion date of April 2020.

Fiscal 2014 military construction

(planning and design) contract funds

in the amount of $10,000 are being

obligated on this award and will not

expire at the end of the current fiscal

year. This contract was competitively

procured via the Federal Business

Opportunities website, with four pro-

posals received. The Naval Facilities

engineering Command, pacific, Joint

Base pearl Harbor-Hickam, Hawaii,

is the contracting activity (N62742-

15-D-0001).


navyairsea 042115

Documents